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Group Strategic Report,

Report of the Directors and

Financial Statements

For The Year Ended 30 April 2019

for

BEST OF THE BEST PLC

BEST OF THE BEST PLC Contents of the Financial StatementsFor The Year Ended 30 April 2019

Page

Company Information 1

Group Strategic Report 2

Corporate Governance Report 6

Report of the Remuneration Committee 12

Report of the Directors 14

Report of the Independent Auditor 17

Consolidated Statement of Comprehensive Income 22

Consolidated Statement of Financial Position 23

Company Statement of Financial Position 24

Consolidated Statement of Changes in Equity 25

Company Statement of Changes in Equity 27

Consolidated Statement of Cash Flows 28

Company Statement of Cash Flows 29

Notes to the Financial Statements 30

Notice of Annual General Meeting 50

BEST OF THE BEST PLCCompany Information


DIRECTORS: W S HindmarchR C E GartonM W HindmarchD S P Firth

SECRETARY: Prism Cosec Limited

REGISTERED OFFICE: Unit 2 Plato Place72/74 St Dionis RoadLondonSW6 4TU

REGISTERED NUMBER: 03755182

AUDITOR: Wilkins Kennedy Audit ServicesStatutory Auditor2nd Floor, Regis House45 King William StreetLondonEC4R 9AN

BANKERS: Barclays Bank Plc93 Baker StreetLondonW1A 4SD

NOMINATED ADVISORS: finnCap60 New Broad StreetLondonEC2M 1JJ

SOLICITORS: Fieldfisher LLPRiverbank House2 Swan LaneLondonEC4R 3TT

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BEST OF THE BEST PLCGroup Strategic Report


CHIEF EXECUTIVE’S STATEMENT

During the year we have almost completed our move away from physical retail locations (principallyairports) to become, in due course, an entirely online focused operation. With the exception of one remainingsite at Birmingham Airport, all customer acquisition activity is focused on driving traffic and registrations toour website botb.com.

The transformation to become a pure online business has been a proven success, giving us more flexibilityand focus, as well as material efficiency and cost savings. Our investment in marketing continues to increaseand has been returning encouraging results. As a result, our competitions, pricing and product strategy arenow tailored exclusively for our growing and increasingly diversified online customer base.

Final Results

Revenue for the year ended 30 April 2019 increased by 14.4% to £14.81 million (2018: £12.95 million) andoperating profit before exceptional items rose by 31.9% to £2.11 million (2018: £1.60 million). Adjustedearnings per share (excluding exceptional items and associated tax) increased by 32.3% to 17.62p(2018: 13.32p).

£4.5 million of exceptional income was also recognised as a result of the Company’s successful claim foroverpaid VAT in prior years, offset by £2.0m of exceptional expenses related to retrospective taxation andprofessional fees. This finally concludes the already well documented VAT claim which has been ongoingsince 2013 and the Directors are pleased this has come to a conclusion. Profit before tax includingexceptional items was £4.70 million with fully diluted earnings per share (including exceptional items) fromcontinuing operations at 38.52p. Following the conclusion of the VAT claim a tender offer was completed inFebruary 2019 to return £3.5m to qualifying shareholders.

A total of £4.24 million of cash flow was generated from operations during the period (2018: £1.81 million).Net assets at 30 April 2019 stood at £1.28 million (2018: £1.55 million), underpinned by cash balances of£2.54 million (2018: £2.32 million) and our 967-year leasehold office properties valued at £0.95 million.Current cash balances stand in excess of £3.0 million.

The Company is now deriving almost all of its income from our higher margin online operations. During theyear we exited our two Gatwick Airport sites as well as our sites at both Edinburgh and Manchester airports.Our only remaining physical site is at Birmingham airport. Although these closures (we previously occupiedup to 12 airport sites and several shopping centre sites) have held back the top line revenue growth in the lastfew years, the business is now much better placed to grow profitably and efficiently. Online sales grewstrongly during the period, accounting for £14.3 million of revenue or circa 97% of the total.

Dividends

The Board is recommending a final dividend of 2.0p per share (2018: 1.5p) for the full year ending 30 April2019 subject to shareholder approval at the Annual General Meeting on 11 September 2019. The finaldividend will be paid on 27 September 2019 to shareholders on the register on 13 September 2019. A SpecialDividend of 4.5p per ordinary share was also paid to shareholders on 20 July 2018.

Strategy, competitions and pricing

Since inception in 2000, BOTB leased physical sites in locations such as airports and shopping centres toacquire new players, service existing players and encourage customers to play online. However, our costsand in particular rent and staff expenditure in these retail locations continued to increase significantly year-on-year, resulting in reduced efficiency when compared to other available channels.

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BEST OF THE BEST PLCGroup Strategic Report (continued)For The Year Ended 30 April 2019

Through continued trials in previous years, the Company proved it could execute its marketing strategy moreeffectively using predominantly digital media complemented by traditional advertising channels. Thephysically serviced airport and retail customers were also disproportionately affecting our pricing strategyand our ability to innovate online. A further positive consequence of the move to becoming a purely onlineoperator has therefore been our ability to design our competitions, pricing and innovations exclusively forthe online player.

BOTB’s principal competition is the Weekly Dream Car, which continues to perform well and benefit fromimprovements to the online user experience, pricing and the choice of cars. Together, these incrementalchanges have had a positive effect on revenues. Our online content and weekly “In the Headlights” editsection provides an incentive for people to keep returning to the site and maintains engagement.

The Lifestyle Competition which features luxury watches, motorbikes, holidays and othergadgets/technology as well as cash prizes also continues to perform encouragingly. There is a substantialoverlap with players of our Dream Car competitions, but the range of prizes in the Lifestyle Competition hassignificantly broadened our addressable market for this affordable offering.

Continued investment in IT development

With the focus now exclusively online, our ability to acquire players and encourage their loyalty – whetherplaying for the car they have always dreamt about or for the lifestyle prize they really want but cannot justifybuying – relies heavily on providing the best possible user experience and seamless checkout on whateverscreen or device a customer is viewing.

Over half our revenues and circa 80% of our visits are now on mobile (and tablet) devices. Whilst a newplatform and responsive website was deployed in early 2017, we believe there are significant furtheropportunities to enhance the mobile experience for our customers and to improve conversion rates for bothnew and existing players.

Our two-weekly development and release cycle is continually refining our technology and introducing newfunctionality to make using botb.com simpler, easier and more accessible for everyone. Improvements toserver responsiveness, reporting, device UX analysis specifically for mobile, purchase path streamlining andimproved payment integration are planned for the current year. We will also be re-introducing android andiOS apps, to complement an improved mobile website experience.

New player acquisition and CRM

We have continued to invest strongly to attract new customers and during the year BOTB’s marketingstrategy has delivered encouraging online revenue growth. An enlarged, predominantly in-house marketingteam has invested in a multitude of channels across the spectrum, including Social Media, TV, Radio, PR andYouTube Influencers to acquire new players. These players replace those once acquired through our manyphysical face-to-face channels and, because they were acquired online, respond well to our content,marketing initiatives and to the wider BOTB community.

Social media continues to be a core marketing channel, driving both customer acquisition and brandawareness. Our Facebook page now attracts over 249,000 followers with BOTB’s YouTube channel at over31,000 subscribers, whilst Instagram followers exceed 80,000.

This activity is complemented by campaigns executed on traditional media channels to ensure the Companyis promoted to a wide range of ages and demographics. New updated TV creative was run throughout theperiod and performed at its most efficient level since we first utilised TV advertising in 2015. Investment inprint and public relations has secured frequent coverage of weekly winners and is working well to positivelysupport and promote our brand.

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Our key business metric is the cost per acquisition of new customers, versus their lifetime value. This metric,which is tracked and analysed in considerable detail across the channels, is the primary driver in dictatingwhere and how we continue to grow our online marketing investment in the year ahead, to acquire newBOTB customers and advocates.

A further focus in this financial year will be on maximising customer retention and engagement and hencelifetime values. A new hire has been made specifically to assist with this project, including a full review ofour loyalty programme to promote initiatives.

Outlook

BOTB has delivered increased revenues and profits slightly ahead of management’s expectations andremains cash generative, with a strong balance sheet and sufficient funds to invest in our online growth. Webelieve the streamlined, online-only business is well positioned for the new financial year which has startedwell and I look forward to updating shareholders on further progress in due course.

KEY PERFORMANCE INDICATORS

The Directors have monitored the performance of the Company and Group with particular reference to thefollowing key performance indicators:

1. Sales, both online and at retail sites, compared to the prior year.

2. Marketing efficiency, calculated using the twelve month Lifetime Value per customer, against the Costper Acquisition.

RISK MANAGEMENT

In order to execute the Company’s strategy, the Company will be exposed to both financial and non-financialrisks. The Board has overall responsibility for the Company’s risk management and it is the Board’s role toconsider whether those risks identified by management are acceptable within the Company’s strategy andrisk appetite. The Board therefore regularly reviews the principal risks and considers how effective andappropriate the controls that management has in place to mitigate the risk exposure are and will makerecommendations to management accordingly.

Financial Risk Management

Credit risk

The exposure to credit risk is limited to the carrying amounts of financial assets. There is considered to belittle exposure to credit risk arising on receivables due to the low value of receivables held at the year-end.The credit risk arising on cash balances is limited because the third parties are banks with high credit ratingsassigned by international credit rating agencies.

Liquidity risk

Sufficient cash balances are maintained to ensure that there are available funds for operations. Operationsare financed principally from equity and cash reserves.

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Non-financial Risk Management

Interruption to website and associated IT infrastructure

As the Company and Group now operate substantially online, they are heavily reliant on the effectiveoperation of their website and associated IT infrastructure. Any interruption to the website or ITinfrastructure would therefore have an immediate and significant impact on the Company and Group.

The Company and Group have various processes and controls in place to ensure the likelihood ofinterruption is minimised and, in the unlikely event that the website or IT infrastructure failed, it could bereturned to operation in a short space of time. This includes having contracts in place with third partysuppliers to ensure any potential source of interruption is identified promptly and also to ensure that data,including customers’ data, is protected.

Management and key personnel

The success of the Company and the Group to a significant extent is dependent on the Executive Directorsand other senior managers. To mitigate the risk of losing such personnel, the Company and Group endeavourto ensure that they are fairly remunerated and well incentivised.

Regulatory change

The Company and Group currently operate weekly skilled competitions, which are not regulated. This couldbe subject to change in the future and the Company and Group continue to seek appropriate legal advice toensure they comply with all relevant legislation and licensing.

ON BEHALF OF THE BOARD

....................................................William HindmarchChief Executive19 June 2019

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BEST OF THE BEST PLCCorporate Governance Report


CHAIRMAN’S STATEMENT

Dear Shareholder,

As Chairman, my role includes upholding the highest levels of corporate governance throughout theCompany, particularly at Board level. It therefore gives me great pleasure to introduce our GovernanceStatement.

The Principles of Corporate Governance

As a Board, we aim towards high standards of corporate governance and recognise its importance insupporting our strategic goals and long-term success. The Company is listed on AIM and is thereforerequired to provide details of a recognised corporate governance code that the Board of Directors has decidedto apply. In 2018 we reviewed our corporate governance framework in response to AIM rule changes anddeemed it appropriate to adopt the Quoted Companies Alliance Code (“QCA Code”).

We continue to consider that the QCA Code is the most appropriate governance code for the Group to apply,being more applicable for small and midsized companies than the UK Corporate Governance Code whichwould be both unwieldly and costly to comply with fully. The Company is committed to applying the QCACode in a way which best serves our stakeholders, given the size and nature of the Group. We explain furtherbelow how we adhere to the ten principles of the QCA Code, in four key areas.

Delivering Growth

The Board has collective responsibility for setting the strategic aims and objectives of the Group. These aimsare articulated in the Chief Executive Officer’s statement in the Annual Report. In the course ofimplementing these strategic aims, the Board takes into account the expectations of the Company’sshareholder base and also its wider stakeholder and social responsibilities.

The Board also has responsibility for the Group’s internal control and risk management systems andstructures. Our risk management process is embedded into the business and starts at Board level but isdelivered throughout the Group.

Risk Management

The Board has overall responsibility for the effective management of all risks to which the Company isexposed. Details of the Board’s approach to risk management are set out on pages 4 and 5.

Maintaining a Dynamic Management Framework

As Chairman, I consider both the operation of the Board as a whole and the performance of individualDirectors regularly. An internal evaluation of the Board led by the Company Secretary and myself has beencarried out this year. Confidential questionnaires were completed by all Board members and the resultsdiscussed by the full Board.

Building Trust

Responsibility for the overall leadership of the Group and setting the Group’s values and standards sits withthe Board. BOTB is a customer facing and customer focussed organisation, seeking to deliver an excellentexperience to everyone we serve. Our business is based heavily on trust and customer feedback is activelysought using independent third parties, including Feefo and Trustpilot, as well as through social mediaforums such as Facebook, Twitter, YouTube and Instagram.

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We strive to maintain the highest standards of probity, integrity and transparency in the operation of ourcompetitions, in our financial affairs and whilst interacting with customers, staff, shareholders and otherstakeholders. In line with our strategy, the Directors and senior management seek to provide anentrepreneurial culture for our employees, whilst encouraging the strongly ethical expansion of ourcompetition offerings to new customers, both in the UK and internationally.

Senior management supports our team to learn continuously and offers opportunities for training, in order togrow both together and as individuals. We seek to improve ourselves, our processes and our business todeliver long-term shareholder value and a growing and contented customer base. We strive to support eachother and to be good stewards of our assets, of our relationships with customers, staff, suppliers andultimately of our Company’s reputation.

During the year, BOTB has undertaken a number of investor relations activities to support our shareholders.These include various investor roadshows in combination with the publishing of our bi-annual financialresults. Investors are also actively encouraged to attend our AGM and our Board sees this as an importantevent in the annual calendar to meet with and talk to shareholders and other stakeholders.

Throughout the year, the Board has continued to review governance and the Group’s corporate governanceframework. We reviewed our governance against the new QCA Code in June 2019 and will do so annuallyas required by AIM Rule 26.

Michael HindmarchNon-Executive Chairman19 June 2019

BOARD STRUCTURE AND OPERATION

The Board consists of four Directors – Michael Hindmarch the Non-executive Chairman, David Firth, anindependent Non-executive Director, William Hindmarch the Chief Executive of the Group and RupertGarton, an Executive Director. Both William Hindmarch and Rupert Garton are heavily involved in the dayto day running of the Group. It is considered that this gives the necessary mix of industry specific and broadbusiness experience necessary for the effective governance of the Group.

There are certain matters specifically reserved to the Board for its decision which includes approvals ofmajor expenditure and investments and key policies. Board meetings are held on a regular basis andeffectively no decision of any consequence is made other than by the Board. The Directors also have ongoingcontact on a variety of issues between formal meetings. All Directors participate in the key areas of decisionmaking, including the appointment of new directors. A schedule of regular matters to be addressed by theBoard and its Board Committees is agreed on an annual basis. The agenda for the board meetings is preparedby the Company Secretary in consultation with the Chief Executive of the Board.

The Board is responsible to shareholders for the proper management of the Group. A Statement of Directors’Responsibilities in respect of the financial statements is set out on page 15. The Non-Executive Directorshave a particular responsibility to ensure that the strategies proposed by the Executive Directors are fullyconsidered. To enable the Board to discharge its duties, all of the Directors have full and timely access to allrelevant information. The Board is supported in its work by Board Committees, which are responsible for avariety of tasks delegated by the Board.

All Directors have access to the Company Secretary. The role of Company Secretary is fulfilled by PrismCosec Limited (‘Prism’) a company secretarial and corporate governance practice. Prism provides fullcompany secretarial support to the Board. The Prism representatives that assist the Company are qualifiedChartered Secretaries and therefore suitably experienced to provide the necessary governance related supportto the Board.

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BEST OF THE BEST PLCCorporate Governance Report (continued)




All of the Directors submit themselves for re-election at the Annual General Meeting at regular intervals. TheNon-Executive Directors are appointed under fixed term contracts of no more than one year. The Directorswho served during the year, and a brief biography of each, is set out below.

William Hindmarch, age 45 – Chief Executive

William graduated from the University of Durham in 1996 and joined Kleinwort Benson as a graduatetrainee. He founded the business in 1999 and has been Chief Executive for 19 years.

Rupert Garton, age 44 – Commercial Director

Rupert graduated from the University of Durham in 1997 and joined JP Morgan as a graduate trainee. Later,he spent seven years in Dresdner Kleinwort Wasserstein’s equity capital markets and corporate financedivisions working in London, Milan and Johannesburg. In 2003, he then completed an MBA at the OxfordUniversity Said Business School, before joining a specialist retailer as Commercial Director. He joined theGroup in January 2006.

Michael Hindmarch D.L., age 79 – Chairman and Non-Executive Director

Michael qualified as a Polymer Technologist at the National College of Rubber and Plastics Technology,London. He founded Plantpak (Plastics) Limited, a horticultural plastics company, in 1970. In 1985, hereversed Plantpak into Falcon Industries Plc, a listed conglomerate, becoming Chairman and Chief ExecutiveOfficer. Since 1990, he has acted as an independent business consultant to a number of companies. Michaelserved as High Sheriff of Essex 2010/2011 and is a Deputy Lieutenant of the County.

David Firth, age 58 – Non-Executive Director and chairman of the audit committee

David is a Fellow of the Institute of Chartered Accountants in England and Wales and is a highly experiencedPLC board member. He was Finance Director of Penna Consulting plc from 1999 to 2016 and has held anumber of board positions in public companies over the past 30 years across various sectors including HRconsultancy and recruitment, IT services, financial markets, motor retailing and advertising. He is a non-executive director of Parity Group Plc, an IT services and consultancy business where he is chairman of itsaudit and remuneration committees. He is also a non-executive director of Summerway Capital plc where heis chairman of its audit and remuneration committees.

Training and Development

Directors are encouraged to attend training and continuing professional development courses as required.The Company Secretary provides full updates at each Board meeting on governance and regulatory matters.An induction programme is also provided to any Directors joining the Board.

Time Commitment

The time commitment expected of the Non-Executive Directors is set out in their letters of appointment. Thenature of the role makes it difficult to place a specific time commitment however, a minimum of two daysper month is what the Company anticipates as reasonable for the proper performance of duties. Directors areexpected to attend all Board and Committee meetings.

The Board has established an Audit Committee and Remuneration Committee, each of which have writtenterms of reference. Given the size of the Board there is no separate Nominations Committee, and all of theBoard participates in the appointment of new Directors.

Board Evaluation

An internal evaluation of the Board led by the Chairman and the Company Secretary has been carried outthis year. Confidential questionnaires were completed by all Board members and the results discussed by the

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full Board. The output of the evaluation was positive. The Board found the evaluation exercise useful andagreed that discussions were open and constructive with the right amount of time being spent on strategy,risk and governance in the Board meetings. Topics for future meetings were suggested and will be added tothe Board agenda calendar.

AUDIT COMMITTEE REPORT

The Audit Committee comprises the Non-Executive Directors – David Firth and Michael Hindmarch. TheCommittee Chairman, David Firth, has extensive financial experience and is a Chartered Accountant.

The Audit Committee meets as often as it deems necessary but, in any case, at least twice a year. Thesemeetings are scheduled at appropriate intervals in the reporting and audit cycle.

Although only members of the Committee have the right to attend meetings, standing invitations areextended to the Executive Directors who attend meetings as a matter of practice. The external auditor alsousually attends and has the opportunity to meet with the Committee without the executive managementpresent.

Duties

The main duties of the Audit Committee are set out in its Terms of Reference and include the following:

– To monitor the integrity of the financial statements of the Company, including its annual and half-yearreports;

– To review and challenge where necessary the consistency of and any changes to accounting policies,the methods used to account for significant or unusual transactions and whether the Company hasfollowed appropriate accounting standards and made appropriate estimates and judgements, takinginto account the views of the external auditor, and all material information presented with the financialstatements;

– To keep under review the effectiveness of the Company’s internal control and risk managementsystems and to review and approve the statements to be included in the Annual Report concerninginternal controls and risk management;

– To regularly review the need for an internal audit function;

– To consider and make recommendations to the Board, to be put to shareholders for approval at theAnnual General Meeting, in relation to the appointment, reappointment and removal of theCompany’s external auditor;

– To oversee the relationship with the external auditor including approval of their remuneration,approval of their terms of engagement, annual assessment of their independence and objectivity,taking into account relevant professional and regulatory requirements and the relationship with theauditor as a whole, including the provision of any non-audit services;

– To meet regularly with the external auditor and at least once a year, without management present todiscuss any issues arising from the audit;

– To review and approve the Audit Plan and review the findings of the audit.

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The principal areas of focus for the Committee during the year included the following items:

– Review of internal controls;

– Review of the external auditor’s report and significant issues from the audit report;

– Review of the Annual Report and financial statements;

– Approval of the management representation letter;

– Review of the independence of the auditor, review of auditor’s fees and engagement letter.

Role of the external auditor

The Audit Committee monitors the relationship with the external auditor, Wilkins Kennedy Audit Services,to ensure that the auditor’s independence and objectivity are maintained. The Committee assesses theindependence of the external auditor and the effectiveness of the external audit process before makingrecommendations to the Board in respect of their appointment or reappointment. In assessing independenceand objectivity, the Committee considers the level and nature of services provided by the external auditor aswell as the confirmation from the external auditor that they have remained independent within the meaningof the APB Ethical Standards.

The Committee’s assessment of the external auditor’s independence took into account the non-audit servicesprovided during the year. The Committee concluded that the nature and extent of the non-audit fees did notcompromise the independence of the auditor. Having reviewed the auditor’s independence and performance,the Audit Committee is recommending that Wilkins Kennedy Audit Services be reappointed as theCompany’s auditor at the next Annual General Meeting.

Internal audit

The need for an internal audit function is assessed and it is considered that in light of the controlenvironments within the business there is no current requirement for a separate internal audit function.

Audit process

The external auditor prepares an Audit Plan for their review of the full year financial statements. The AuditPlan sets out the scope of the audit, areas to be targeted and audit timetable. Following their review, theauditor presents their findings to the Audit Committee for discussion. No major areas of concern werehighlighted by the auditor during the year.

David FirthChairman of the Audit Committee19 June 2019

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REMUNERATION COMMITTEE

The Remuneration Committee, comprising of Michael Hindmarch (Chairman of the Committee) and DavidFirth, is responsible for making recommendations to the Board on the Group’s framework of executiveremuneration and its cost. The Committee determines the contract terms, remuneration and other benefits foreach of the Executive Directors. The Board itself determines the remuneration of the Non-ExecutiveDirectors. The Report of the Remuneration Committee is set out on pages 12 and 13.

BOARD MEETING ATTENDANCE

Directors’ attendance at scheduled Board meetings is shown below:

Number of Board meetings attended

William Hindmarch 6/6Rupert Garton 6/6Michael Hindmarch 6/6David Firth 6/6

Further ad hoc Board meetings were held during the year.

INTERNAL FINANCIAL CONTROL

The Board acknowledges its responsibility for establishing and monitoring the Group’s systems of internalcontrol. Although no system of internal control can provide absolute assurance against material misstatementor loss, the Group’s systems are designed to provide the Directors with reasonable assurance that problemsare identified on a timely basis and dealt with appropriately. The Group maintains a comprehensive processof financial reporting. The annual budget is reviewed and approved by the Board before being formallyadopted. Other key procedures that have been established and which are designed to provide effective controlare as follows:

Management structure – The Board meets regularly to discuss all issues affecting the Group.

Investment appraisal – The Group has a clearly defined framework for investment appraisal and approval isrequired by the Board, where appropriate.

The Board regularly reviews the effectiveness of the systems of internal control and considers the majorbusiness risks and the control environment. No significant deficiencies have come to light during the periodand no weaknesses in internal financial control have resulted in any material losses, or contingencies whichwould require disclosure, as recommended by the guidance for directors on reporting on internal financialcontrol.

RELATIONS WITH SHAREHOLDERS

The Chief Executive is the Group’s principal spokesperson with investors, fund managers, the press andother interested parties. Following the announcement of the interim and full year results, the investor roadshows are carried out and, at the Annual General Meeting, private investors are given the opportunity toquestion the Board.

This year’s Annual General Meeting will be held on 11 September 2019. Notice of the Annual GeneralMeeting is set out at the back of this document.

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BEST OF THE BEST PLCReport of the Remuneration CommitteeFor The Year Ended 30 April 2019

This report does not constitute a Directors’ Remuneration Report in accordance with the Directors’Remuneration Regulations 2007, which do not apply to the Company as it is not fully listed. This Report setsout the Company’s policy on Directors’ remuneration, including emoluments, benefits and other share-basedawards made to each Director.

REMUNERATION COMMITTEE

The members of the Committee are Michael Hindmarch (Chairman of the Committee) and David Firth.

Details of the remuneration of each Director are set out below.

No Director plays a part in any discussion about his own remuneration.

Executive remuneration packages are prudently designed to attract, motivate and retain Directors of highcalibre, who are needed to drive and maintain the Company’s and the Group’s position as a market leaderand to reward them for enhancing value to the shareholder.

REMUNERATION POLICY

Certain Directors may have options granted to them under the terms of the approved and unapproved shareoption schemes which are open to other qualifying employees. The reason for the schemes is to incentiviseand retain the Directors and key personnel and enable them to benefit from the increased marketcapitalisation of the Company. The exercise of options under the scheme is based upon the satisfaction ofconditions relating to the share price. The conditions vary from grant to grant.

As at 30 April 2019, no Directors held options in the Company (2018: Nil).

PENSION ARRANGEMENTS

During the year, the Company provided £20,000 (2018: £20,000) in respect of the Executive Directorpension payments. At the year end, £Nil (2018: £Nil) was outstanding and owing to the scheme.

DIRECTORS’ CONTRACTS

It is the Company’s policy that Executive Directors should have contracts with an indefinite term providingfor a maximum of six months’ notice. In the event of early termination, the Directors’ contracts provide forcompensation, where appropriate, up to a maximum of basic salary for the notice period.

NON-EXECUTIVE DIRECTORS

The fees of Non-Executive Directors are determined by the Board as a whole, having regard to thecommitment of time required and the level of fees in similar companies. Non-Executive Directors areengaged on renewable fixed term contracts not exceeding one year.

DIRECTORS’ REMUNERATION 30 April 30 April Benefits Fees paid to 2019 2018 in kind Salary Bonus Pension third parties Total TotalDirector £ £ £ £ £ £ £

Rupert Garton 10,967 150,000 80,000 10,000 – 250,967 228,590William Hindmarch 7,720 150,000 80,000 10,000 – 247,720 226,268Michael Hindmarch – – – – 12,000 12,000 12,000David Firth – 18,030 – – – 18,030 6,000

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APPROVAL

The report was approved by the Board of Directors and authorised for issue on 19 June 2019 and signed onits behalf by:

....................................................M W HindmarchChairman of the Remuneration Committee19 June 2019

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BEST OF THE BEST PLCReport of the Remuneration Committee (continued)


BEST OF THE BEST PLCReport of the Directors


The Directors of Best of the Best PLC present their report for the year ended 30 April 2019. Particulars ofimportant events affecting the Company and its subsidiary and likely future developments may be found inthe Strategic Report on pages 2 to 5.

DIRECTORS

The Directors during the year and summaries of their experience are set out on page 8. The Directors whoheld office during the year and their beneficial interest in the share capital of the Company at 30 April 2019were as follows:

30 April 2019 30 April 2018

William Hindmarch* 4,725,658 5,086,851Rupert Garton 1,389,467 1,502,124Michael Hindmarch 832,023 899,722David Firth 4,623 5,000*William Hindmarch’s shares are held jointly with his wife Philippa Hindmarch

DIVIDENDS

Details of dividends paid during the year and declared as at the date of this report are set out in the StrategicReport on page 2.

SHARE CAPITAL

Details of the Company’s share capital are set out in Note 19. The Company’s share capital consists of oneclass of ordinary share, which does not carry rights to fixed income. As at 30 April 2019, there were9,377,253 ordinary shares of 5p each in issue. Ordinary shareholders are entitled to receive notice and toattend and speak at general meetings. Each shareholder present in person or by proxy (or by duly authorisedcorporate representatives) has, on a show of hands, one vote. On a poll, each shareholder present in personor by proxy has one vote for each share held.

Other than the general provisions of the Articles (and prevailing legislation) there are no specific restrictionson the size of a holding or on the transfer of the Ordinary shares.

The Directors are not aware of any agreements between holders of the Company’s shares that may result inthe restriction of the transfer of securities or on voting rights. No shareholder holds securities carrying anyspecial rights or control over the Company’s share capital.

On 15 February 2019, subject to a circular dated 30 January 2019, shareholders approved a proposed tenderoffer by finnCap Ltd to purchase Ordinary shares in the Company up to approximately 7.1% of the issuedshare capital at a price of 485 pence per share. Further to a repurchase agreement between the Company andfinnCap Ltd, the Company exercised the call option and re-purchased and subsequently cancelled 721,327Ordinary Shares at a price of 485 pence per share.

AUTHORITY TO PURCHASE OWN SHARES

At the 2018 Annual General Meeting, the Company was authorised by shareholders to purchase up to1,009,858 of its own shares, representing approximately 10 per cent. of the total issued share capital. Thisauthority will expire at the forthcoming Annual General Meeting and a resolution to renew the authority fora further year will be sought.

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SUBSTANTIAL SHAREHOLDERS

As at 19 June 2019, the Company had been advised of the following notifiable interests (whether directly orindirectly held) in its voting rights (other than the Directors’ interests, already disclosed).

Name Shareholding Percentage

Stancroft Trust Limited 726,744 7.75Octopus Investment Management 270,993 2.89

POLITICAL CONTRIBUTIONS

The Company has made no political contributions during the year (2018: £Nil).

CHARITABLE DONATIONS

Charitable donations during the year amounted to £3,401 (2018: £3,699).

DISCLOSURE IN THE STRATEGIC REPORT

The Company has chosen, in accordance with Section 414C of the Companies Act 2006, to set out thefollowing information in the Group Strategic Report which would otherwise be required to be contained inthe Report of the Directors:

– Outlook

– Risk management, including financial risk management and non-financial risk management.

STATEMENT OF DIRECTORS’ RESPONSIBILITIES

The Directors are responsible for preparing the Annual Report and the financial statements in accordancewith applicable law and regulations.

Company law requires the Directors to prepare financial statements for each financial year. Under that law,the Directors have elected to prepare the financial statements in accordance with International FinancialReporting Standards as adopted by the European Union (“IFRS”). Under company law, the Directors mustnot approve the financial statements unless they are satisfied that they give a true and fair view of the stateof affairs of the Company and the Group and of the profit or loss of the Group for that period. In preparingthese financial statements, the Directors are required to:

– select suitable accounting policies and then apply them consistently;

– make judgements and accounting estimates that are reasonable and prudent;

– state that the financial statements comply with IFRS; and

– prepare the financial statements on the going concern basis unless it is inappropriate to presume thatthe Company will continue in business.

The Directors are responsible for keeping adequate accounting records that are sufficient to show and explainthe Company’s and the Group’s transactions and disclose with reasonable accuracy at any time the financialposition of the Company and the Group and enable them to ensure that the financial statements comply withthe Companies Act 2006. They are also responsible for safeguarding the assets of the Company and theGroup and hence for taking reasonable steps for the prevention and detection of fraud and otherirregularities.

The Directors are responsible for the maintenance and integrity of the corporate and financial informationincluded on the Company’s website.

15

BEST OF THE BEST PLCReport of the Directors (continued)For The Year Ended 30 April 2019

BEST OF THE BEST PLCReport of the Directors (continued)For The Year Ended 30 April 2019

STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITOR

So far as the Directors are aware, there is no relevant audit information (as defined by Section 418 of theCompanies Act 2006) of which the Group’s auditor is unaware and each Director has taken all the steps thathe ought to have taken as a Director in order to make himself aware of any relevant audit information and toestablish that the Group’s auditor is aware of that information.

AUDITOR

The auditor, Wilkins Kennedy Audit Services, will be proposed for re-appointment at the forthcomingAnnual General Meeting.

ON BEHALF OF THE BOARD

....................................................W S HindmarchDirector19 June 2019

16

Opinion

We have audited the financial statements of Best of the Best PLC (the ‘Parent Company’) and its subsidiary(the ‘Group’) for the year ended 30 April 2019 which comprise the Consolidated Statement ofComprehensive Income, the Consolidated Statement of Financial Position, the Company Statement ofFinancial Position, the Consolidated Statement of Changes in Equity, the Company Statement of Changes inEquity, the Consolidated Statement of Cash Flows, the Company Statement of Cash Flows, and the notes tothe financial statements, including a summary of significant accounting policies. The financial reportingframework that has been applied in their preparation is applicable law and International Financial ReportingStandards (“IFRSs”) as adopted by the European Union.

In our opinion, the financial statements:

– give a true and fair view of the state of the Group’s and of the Parent Company’s affairs as at 30 April2019 and of the Group’s profit for the year then ended;

– have been properly prepared in accordance with IFRSs as adopted by the European Union; and

– have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) andapplicable law. Our responsibilities under those standards are further described in the Auditor’sresponsibilities for the audit of the financial statements section of our report. We are independent of theGroup and the Parent Company in accordance with the ethical requirements that are relevant to our audit ofthe financial statements in the UK, including the FRC’s Ethical Standard as applied to listed entities, and wehave fulfilled our other ethical responsibilities in accordance with these requirements. We believe that theaudit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require usto report to you where:

– the Directors’ use of the going concern basis of accounting in the preparation of the financialstatements is not appropriate; or

– the Directors have not disclosed in the financial statements any identified material uncertainties thatmay cast significant doubt about the Group’s or the Parent Company’s ability to continue to adopt thegoing concern basis of accounting for a period of at least twelve months from the date when thefinancial statements are authorised for issue.

Key audit matters

Key audit matters are those matters that, in our professional judgement, were of most significance in ouraudit of the financial statements of the current period and include the most significant assessed risks ofmaterial misstatement (whether or not due to fraud) we identified, including those which had the greatesteffect on: the overall audit strategy, the allocation of resources in the audit; and directing the efforts of theengagement team. These matters were addressed in the context of our audit of the financial statements as awhole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.

17

BEST OF THE BEST PLCReport of the Independent AuditorFor The Year Ended 30 April 2019

BEST OF THE BEST PLCReport of the Independent Auditor (continued)


Matter How we addressed the matter in our audit

The revenue cycle includes fraudulent transactions

Management override of controls

We substantively tested a sample of entries to the revenueaccounts to ensure that improper entries are not beingrecorded in those revenue accounts. Our testing ofrevenues also included performing cut-off procedures toensure that revenue is recognised in the correctaccounting period.

We evaluated management’s approach to addressing theadoption of IFRS 15 as well as their assessment thatadoption of the Standard had not resulted in a change tohow and when the Company and Group accounts forrevenues compared to the previous applicable Standard,IAS 18 Revenue.

Based on these procedures, we concluded that noimproper entries had been made to the revenue accounts.

We also concluded that the Company and Group hadcorrectly adopted and applied IFRS 15 in all materialrespects.

Under ISA (UK) 240, there is a presumedrisk that revenue may be misstated due toimproper revenue recognition.Furthermore, as explained in Note 2.1 tothe financial statements, the Company andGroup have adopted IFRS 15 Revenuefrom Contracts with Customers during thefinancial year under review. Under IFRS15, revenue from contracts with customersis recognised once the relevant contractualterms relating to the performanceobligations have been achieved and otherrecognition criteria have been met.

We identified a risk that revenue may bemisstated, either through inappropriaterevenue recognition or through theincorrect application of IFRS 15.

We reviewed those parts of the financial statements whichmay be more susceptible to management override ofinternal controls. In particular, where we identifiedaccount balances and transactions which required asignificant degree of management judgement andestimation, we reviewed those balances and transactionsto understand if the judgements and estimates made bymanagement appeared reasonable. These accountbalances and transactions included the calculation of theonerous lease provision and presentation and disclosureof exceptional items.

Based on our review, we concluded that no managementoverride of internal controls had taken place.

We also concluded that the judgements and estimatesmade by management when preparing the financialstatements appear reasonable and free from bias.

Under ISA (UK) 240, there is a risk offraud due to management override ofinternal controls to manipulate financialreporting present in all entities.

We also identified specific accountbalances and transactions during ourplanning which are calculated by referenceto management’s judgements andestimates and which we thereforeconcluded require specific consideration.

18

Matter How we addressed the matter in our audit

Our application of materiality

We define materiality for the financial statements as a whole as the magnitude of misstatement in thefinancial statements that makes it probable that the economic decisions of a reasonably knowledgeableperson would be changed or influenced. We use materiality in determining the nature, timing and extent ofour audit work and in evaluating the results of that work. Materiality was determined as follows:

Measure Group

Financial statements as a whole

50% of financial statement materiality

Specific materiality

Parent Company: The net result and financial position of the subsidiary undertaking is immaterial to theGroup financial statements. The materiality threshold calculated for the Parent Company has therefore alsobeen applied to the Group.

We reviewed the accounting entries made to ensure thatthe Tender Offer and subsequent share re-purchase andcancellation is correctly presented and disclosed in thefinancial statements.

We also reviewed management’s latest forecasts tounderstand if the Company and Group had adequatefinancial resources to meet their ongoing working capitalrequirements.

We concluded that the management assessment that theCompany and Group have sufficient working capital tomeet their financial obligations as they fall due appearsreasonable.

We identified a risk that the accountingentries associated with the Tender Offerand subsequent share re-purchase may notbe correct. Furthermore, the Tender Offerand subsequent share re-purchasesubstantially depleted the Company’sdistributable reserves and we identified arisk that the Company and Group may beoperating with limited working capitalheadroom.

£96,000 (2018: £87,500), which was calculated byreference to the Company’s profit before tax. Exceptionalincome and exceptional expense items were excludedfrom the calculation.

Performance materiality used to drive theextent of our testing

We determined a lower level of materiality for certainspecific areas, such as directors’ remuneration and relatedparty transactions.

We agreed with the Audit Committee that we would reportto them misstatements identified during our audit above£4,800 (2018: £4,375).

Communication of misstatements to theAudit Committee

The Company completed a TenderOffer and subsequent share re-purchaseduring the year and subsequentlycancelled the shares.

19





An overview of the scope of our audit

We tailored the scope of our audit to ensure that we obtained sufficient appropriate audit evidence to be ableto give an opinion on the financial statements as a whole, taking in to account the Group structure as well asits accounting processes and controls.

All audit work required for the purpose of forming an opinion on the Parent Company’s and the Group’sfinancial statements was undertaken by the Group engagement team. The Parent Company had one whollyowned subsidiary company throughout the year and liquidated a second subsidiary company during the year.Neither subsidiary company is considered to be significant to the Group results or financial position and alimited review was therefore undertaken by the Group engagement team for the purpose of the audit of theGroup financial statements.

Other information

The Directors are responsible for the other information. The other information comprises the informationincluded in the annual report, other than the financial statements and our auditor’s report thereon. Ouropinion on the financial statements does not cover the other information and, except to the extent otherwiseexplicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other informationand, in doing so, consider whether the other information is materially inconsistent with the financialstatements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If weidentify such material inconsistencies or apparent material misstatements, we are required to determinewhether there is a material misstatement in the financial statements or a material misstatement of the otherinformation. If, based on the work we have performed, we conclude that there is a material misstatement ofthis other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

– the information given in the Strategic Report and the Report of the Directors for the financial year forwhich the financial statements are prepared is consistent with the financial statements; and

– the Strategic Report and the Report of the Directors have been prepared in accordance with applicablelegal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Group and the Parent Company and its environmentobtained in the course of the audit, we have not identified material misstatements in the Strategic Report orthe Report of the Directors.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006requires us to report to you if, in our opinion:

– adequate accounting records have not been kept by the Parent Company, or returns adequate for ouraudit have not been received from branches not visited by us; or

– the Parent Company financial statements are not in agreement with the accounting records andreturns; or

– certain disclosures of Directors’ remuneration specified by law are not made; or

– we have not received all the information and explanations we require for our audit.

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Responsibilities of Directors

As explained more fully in the Statement of Directors’ Responsibilities set out on page 15, the Directors areresponsible for the preparation of the financial statements and for being satisfied that they give a true andfair view, and for such internal control as the Directors determine is necessary to enable the preparation offinancial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Directors are responsible for assessing the Group’s and the ParentCompany’s ability to continue as a going concern, disclosing, as applicable, matters related to going concernand using the going concern basis of accounting unless the Directors either intend to liquidate the Group orthe Parent Company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are freefrom material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes ouropinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted inaccordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements canarise from fraud or error and are considered material if, individually or in the aggregate, they couldreasonably be expected to influence the economic decisions of users taken on the basis of these financialstatements.

A further description of our responsibilities for the audit of the financial statements is located on theFinancial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description formspart of our auditor’s report.

Use of our Report

This report is made solely to the Parent Company’s members, as a body, in accordance with Chapter 3 ofPart 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the ParentCompany’s members those matters we are required to state to them in an auditor’s report and for no otherpurpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone otherthan the Parent Company and the Parent Company’s members, as a body, for our audit work, for this report,or for the opinions we have formed.

Ian Jefferson (Senior Statutory Auditor)For and on behalf of Wilkins Kennedy Audit ServicesStatutory Auditor2nd Floor, Regis House45 King William StreetLondon EC4R 9AN

19 June 2019

21



BEST OF THE BEST PLCConsolidated Statement of Comprehensive Income


2019 2018 Notes £ £CONTINUING OPERATIONSRevenue 14,806,972 12,947,716Cost of sales (6,541,790) (5,504,906) –––––––––– ––––––––––GROSS PROFIT 8,265,182 7,442,810Administrative expenses (6,157,945) (5,843,662) –––––––––– ––––––––––OPERATING PROFIT BEFORE EXCEPTIONAL ITEMS 2,107,237 1,599,148Exceptional income 6 4,597,926 –Exceptional expense 6 (2,023,500) – –––––––––– ––––––––––OPERATING PROFIT 4,681,663 1,599,148Finance income 8 17,902 947 –––––––––– ––––––––––PROFIT BEFORE INCOME TAX 9 4,699,565 1,600,095Income tax 10 (858,411) (253,077) –––––––––– ––––––––––PROFIT FOR THE YEAR 3,841,154 1,347,018 –––––––––– ––––––––––OTHER COMPREHENSIVE INCOMEItems that may be reclassified to profit or lossExchange differences on translating foreign operations (55) 1,578 –––––––––– ––––––––––OTHER COMPREHENSIVE INCOME FOR THEYEAR, NET OF INCOME TAX (55) 1,578 –––––––––– ––––––––––TOTAL COMPREHENSIVE INCOME FOR THE YEAR 3,841,099 1,348,596 –––––––––– ––––––––––Profit attributable to:Owners of the parent 3,841,154 1,347,018 –––––––––– ––––––––––Total comprehensive income attributable to:Owners of the parent 3,841,099 1,348,596 –––––––––– ––––––––––Earnings per share expressed in pence per shareBasic from continuing operations 12 38.54 13.32Diluted from continuing operations 12 38.52 13.29Adjusted basic from continuing operations 12 17.62 13.32Adjusted diluted from continuing operations 12 17.61 13.29 –––––––––– ––––––––––

22

The notes form part of these financial statements

2019 2018 Notes £ £ASSETSNON-CURRENT ASSETSIntangible assets 14 9,200 127,316Property, plant and equipment 15 1,117,368 1,144,830Investments 16 – –Deferred tax 21 12,578 40,445 –––––––––– –––––––––– 1,139,146 1,312,591CURRENT ASSETSTrade and other receivables 17 159,756 150,123Cash and cash equivalents 18 2,544,636 2,322,073 –––––––––– –––––––––– 2,704,392 2,472,196 –––––––––– ––––––––––TOTAL ASSETS 3,843,538 3,784,787 –––––––––– ––––––––––EQUITYSHAREHOLDERS’ EQUITYCalled up share capital 19 468,860 504,926Share premium 199,324 199,324Capital redemption reserve 236,517 200,451Foreign exchange reserve 26,372 26,427Retained earnings 351,641 614,838 –––––––––– ––––––––––TOTAL EQUITY 1,282,714 1,545,966 –––––––––– ––––––––––LIABILITIESCURRENT LIABILITIESTrade and other payables 20 1,792,894 1,929,039Tax payable 407,930 103,232Provision 22 360,000 206,550 –––––––––– ––––––––––TOTAL LIABILITIES 2,560,824 2,238,821 –––––––––– ––––––––––TOTAL EQUITY AND LIABILITIES 3,843,538 3,784,787 –––––––––– ––––––––––The financial statements were approved by the Board of Directors on 19 June 2019 and were signed on itsbehalf by:

W S HindmarchDirector

23


BEST OF THE BEST PLCConsolidated Statement of Financial Position

As at 30 April 2019

BEST OF THE BEST PLCCompany Statement of Financial Position

As at 30 April 2019

2019 2018 Notes £ £ASSETSNON-CURRENT ASSETSIntangible assets 14 9,200 127,316Property, plant and equipment 15 1,117,368 1,144,830Investments 16 – –Deferred tax 21 12,578 40,445 –––––––––– –––––––––– 1,139,146 1,312,591CURRENT ASSETSTrade and other receivables 17 159,756 149,733Cash and cash equivalents 18 2,544,311 2,315,988 –––––––––– –––––––––– 2,704,067 2,465,721 –––––––––– ––––––––––TOTAL ASSETS 3,843,213 3,778,312 –––––––––– ––––––––––EQUITYSHAREHOLDERS’ EQUITYCalled up share capital 19 468,860 504,926Share premium 199,324 199,324Capital redemption reserve 236,517 200,451Retained earnings 372,240 635,682 –––––––––– ––––––––––TOTAL EQUITY 1,276,941 1,540,383 –––––––––– ––––––––––LIABILITIESCURRENT LIABILITIESTrade and other payables 20 1,798,342 1,927,439Tax payable 407,930 103,940Provision 22 360,000 206,550 –––––––––– ––––––––––TOTAL LIABILITIES 2,566,272 2,237,929 –––––––––– ––––––––––TOTAL EQUITY AND LIABILITIES 3,843,213 3,778,312 –––––––––– ––––––––––The profit attributable to shareholders dealt with in the financial statements of the Company was £3,840,909(2018: £1,488,635).

The financial statements were approved by the Board of Directors on 19 June 2019 and were signed on itsbehalf by:

W S HindmarchDirector

24


Called up Capital share Share redemption capital premium reserve £ £ £Balance at 1 May 2017 506,226 179,074 197,651 ––––––––– ––––––––– –––––––––Issue of share capital 1,500 20,250 –Dividends paid – – –Share re-purchase (2,800) – 2,800 ––––––––– ––––––––– –––––––––Transactions with owners (1,300) 20,250 2,800 ––––––––– ––––––––– –––––––––Profit for the year – – –Other comprehensive incomeExchange differences arising on translatingforeign operations – – –

––––––––– ––––––––– –––––––––Total comprehensive income – – – ––––––––– ––––––––– –––––––––Balance at 30 April 2018 504,926 199,324 200,451 ––––––––– ––––––––– –––––––––Dividends paid – – –Share re-purchase (36,066) – 36,066 ––––––––– ––––––––– –––––––––Transactions with owners (36,066) – 36,066 ––––––––– ––––––––– –––––––––Profit for the year – – –Other comprehensive incomeExchange differences arising on translatingforeign operations – – –

––––––––– ––––––––– –––––––––Total comprehensive income – – – ––––––––– ––––––––– –––––––––Balance at 30 April 2019 468,860 199,324 236,517 ––––––––– ––––––––– –––––––––

25


BEST OF THE BEST PLCConsolidated Statement of Changes in Equity


BEST OF THE BEST PLCConsolidated Statement of Changes in Equity (continued)


Foreign exchange Retained reserve earnings Total £ £ £Balance at 1 May 2017 24,849 962,108 1,869,908 ––––––––– ––––––––– –––––––––Issue of share capital – – 21,750Dividends paid – (1,557,535) (1,557,535)Share re-purchase – (136,753) (136,753) ––––––––– ––––––––– –––––––––Transactions with owners – (1,694,288) (1,672,538) ––––––––– ––––––––– –––––––––Profit for the year – 1,347,018 1,347,018Other comprehensive incomeExchange differences arising on translatingforeign operations 1,578 – 1,578

––––––––– ––––––––– –––––––––Total comprehensive income 1,578 1,347,018 1,348,596 ––––––––– ––––––––– –––––––––Balance at 30 April 2018 26,427 614,838 1,545,966 ––––––––– ––––––––– –––––––––Dividends paid – (605,915) (605,915)Share re-purchase – (3,498,436) (3,498,436) ––––––––– ––––––––– –––––––––Transactions with owners – (4,104,351) (4,104,351) ––––––––– ––––––––– –––––––––Profit for the year – 3,841,154 3,841,154Other comprehensive incomeExchange differences arising on translatingforeign operations (55) – (55)

––––––––– ––––––––– –––––––––Total comprehensive income (55) 3,841,154 3,841,099 ––––––––– ––––––––– –––––––––Balance at 30 April 2019 26,372 351,641 1,282,714 ––––––––– ––––––––– –––––––––

26


Called up Capital share Share redemption capital premium reserve £ £ £Balance at 1 May 2017 506,226 179,074 197,651 ––––––––– ––––––––– –––––––––Issue of share capital 1,500 20,250 –Dividends paid – – –Share re-purchase (2,800) – 2,800 ––––––––– ––––––––– –––––––––Transactions with owners (1,300) 20,250 2,800 ––––––––– ––––––––– –––––––––Profit for the year – – – ––––––––– ––––––––– –––––––––Total comprehensive income – – – ––––––––– ––––––––– –––––––––Balance at 30 April 2018 504,926 199,324 200,451 ––––––––– ––––––––– –––––––––Dividends paid – – –Share re-purchase (36,066) – 36,066 ––––––––– ––––––––– –––––––––Transactions with owners (36,066) – 36,066 ––––––––– ––––––––– –––––––––Profit for the year – – – ––––––––– ––––––––– –––––––––Total comprehensive income – – – ––––––––– ––––––––– –––––––––Balance at 30 April 2019 468,860 199,324 236,517 ––––––––– ––––––––– ––––––––– Retained earnings Total £ £Balance at 1 May 2017 841,335 1,724,286 ––––––––– –––––––––Issue of share capital – 21,750Dividends paid (1,557,535) (1,557,535)Share re-purchase (136,753) (136,753) ––––––––– –––––––––Transactions with owners (1,694,288) (1,672,538) ––––––––– –––––––––Profit for the year 1,488,635 1,488,635 ––––––––– –––––––––Total comprehensive income 1,488,635 1,488,635 ––––––––– –––––––––Balance at 30 April 2018 635,682 1,540,383 ––––––––– –––––––––Dividends paid (605,915) (605,915)Share re-purchase (3,498,436) (3,498,436) ––––––––– –––––––––Transactions with owners (4,104,351) (4,104,351) ––––––––– –––––––––Profit for the year 3,840,909 3,840,909 ––––––––– –––––––––Total comprehensive income 3,840,909 3,840,909 ––––––––– –––––––––Balance at 30 April 2019 372,240 1,276,941 ––––––––– –––––––––

27


BEST OF THE BEST PLCCompany Statement of Changes in Equity


BEST OF THE BEST PLCConsolidated Statement of Cash FlowsFor The Year Ended 30 April 2019

2019 2018 Notes £ £CASH FLOWS FROM OPERATING ACTIVITIESCash generated from operations 28 4,763,838 2,236,879Tax paid (525,846) (428,901) –––––––––– ––––––––––Net cash from operating activities 4,237,992 1,807,978 –––––––––– ––––––––––CASH FLOWS FROM INVESTING ACTIVITIESPurchase of intangible assets (9,200) (38,250)Purchase of property, plant and equipment (128,550) (14,137)Sales of property, plant and equipment 208,770 131,917Interest received 17,902 947 –––––––––– ––––––––––Net cash from investing activities 88,922 80,477 –––––––––– ––––––––––CASH FLOWS FROM FINANCING ACTIVITIESProceeds from share issue – 21,750Share re-purchase (3,498,436) (136,753)Equity dividends paid (605,915) (1,557,535) –––––––––– ––––––––––Net cash from financing activities (4,104,351) (1,672,538) –––––––––– ––––––––––Increase in cash and cash equivalents 222,563 215,917 –––––––––– ––––––––––Cash and cash equivalents at beginning of year 2,322,073 2,106,156 –––––––––– ––––––––––Cash and cash equivalents at end of year 18 2,544,636 2,322,073 –––––––––– ––––––––––

28


2019 2018 Notes £ £CASH FLOWS FROM OPERATING ACTIVITIESCash generated from operations 28 4,770,306 2,262,980Tax paid (526,554) (431,839) –––––––––– ––––––––––Net cash from operating activities 4,243,752 1,831,141 –––––––––– ––––––––––CASH FLOWS FROM INVESTING ACTIVITIESPurchase of intangible assets (9,200) (38,250)Purchase of property, plant and equipment (128,550) (14,137)Sales of property, plant and equipment 208,770 131,917Interest received 17,902 947 –––––––––– ––––––––––Net cash from investing activities 88,922 80,477 –––––––––– ––––––––––CASH FLOWS FROM FINANCING ACTIVITIESProceeds from share issue – 21,750Share re-purchase (3,498,436) (136,753)Equity dividends paid (605,915) (1,557,535) –––––––––– ––––––––––Net cash from financing activities (4,104,351) (1,672,538) –––––––––– ––––––––––Increase in cash and cash equivalents 228,323 239,080 –––––––––– ––––––––––Cash and cash equivalents at beginning of year 2,315,988 2,076,908 –––––––––– ––––––––––Cash and cash equivalents at end of year 18 2,544,311 2,315,988 –––––––––– ––––––––––

29


BEST OF THE BEST PLCCompany Statement of Cash FlowsFor The Year Ended 30 April 2019

BEST OF THE BEST PLCNotes to the Financial StatementsFor The Year Ended 30 April 2019

1. GENERAL INFORMATION

The principal activity of the Company and the Group is to operate weekly competitions to win luxurycars and other prizes online.

These financial statements have been prepared in accordance with International Financial ReportingStandards (“IFRS”) and International Financial Reporting Interpretation Committee (“IFRIC”)Interpretations as issued by the International Accounting Standards Board and adopted by theEuropean Union and in accordance with those parts of the Companies Act 2006 applicable to thosecompanies reporting under IFRS. The financial statements have been prepared under the historicalcost convention.

The principal accounting policies adopted in the preparation of the financial statements are set outbelow. The policies have been consistently applied to all years presented, unless otherwise stated.

The financial statements are presented in Pounds Sterling. All amounts, unless otherwise stated, havebeen rounded to the nearest Pound.

The preparation of financial statements in compliance with adopted IFRS requires the use of certaincritical accounting estimates. It also requires management to exercise judgement in applying thoseaccounting estimates. The areas where significant judgements and estimates have been made inpreparing these financial statements and their effect are disclosed in Note 4.

The Directors are satisfied that the Company and Group have adequate resources to continue inbusiness for the foreseeable future. For this reason, they continue to adopt the going concern basis inpreparing the financial statements.

2. PRINCIPAL ACCOUNTING POLICIES

2.1 NEW STANDARDS, AMENDMENTS AND INTERPRETATIONS

The Company and Group applied for the first time certain Standards, Amendments and Interpretationswhich are effective for annual periods commencing on or after 1 May 2018. The Company and Grouphave not early adopted any other Standards, Amendments or Interpretations that have been issued butare not yet effective.

IFRS 2 Share Based Payments

Amendments to IFRS 2 clarify the classification and measurement of share-based payment transactions.The Amendments apply to certain types of share-based payment transactions, including those which arecash-settled and those with net settlement features and also apply where an entity has to account formodifications of share-based payment transactions from cash-settled to equity-settled. The Companyand Group have not entered into any of these types of share-based payment transactions during thecurrent or prior year and the Amendments have therefore not affected the Company or Group.

IFRS 9 Financial Instruments

Amendments to IFRS 9 address the classification, measurement, impairment and de-recognition offinancial assets and financial liabilities together with a new hedge accounting model.

The Amendments have not resulted in any classification, measurement, impairment or de-recognitionchanges to the Company’s or Group’s financial assets and liabilities. In particular, the Company’s andGroup’s financial assets comprise of trade and other receivables and cash and short-term deposits.These financial assets continue to be classified and measured at amortised cost. The Company’s andGroup’s principal financial liabilities include trade and other payables. These financial liabilitiescontinue to be classified and measured at amortised cost.

30

2. PRINCIPAL ACCOUNTING POLICIES (CONTINUED)

2.1 NEW STANDARDS, AMENDMENTS AND INTERPRETATIONS (CONTINUED)

The Company and Group applies the simplified approach to providing for expected credit losses inaccordance with applicable guidance for non-banking entities. Under the simplified approach, theCompany and Group are required to measure lifetime expected credit losses for all trade receivables.

IFRS 15 Revenue from Contracts with Customers

The Standard is effective for periods beginning on or after 1 January 2018 and sets out at what pointand how revenue is recognised and also requires enhanced disclosures. Revenue contracts should berecognised in accordance with a single, principles based five-step plan and when control of goods andservices has transferred to the customer, with revenue recognised at the value the Company and Groupexpects to be entitled to receive.

The Company and Group have adopted IFRS 15 for the first time in the year ended 30 April 2019,although the revenue recognition policy remains unchanged from that previously disclosed in the2018 financial statements and adopting IFRS 15 has not resulted in a change of timing of revenuerecognition for the Company or Group, which continues to be recognised on the date that the resultof an individual competition is determined.

Adoption of IFRS 15 has not resulted in any changes to the Company’s and Group’s results aspreviously reported.

IFRIC 22 Foreign Currency Transactions and Advance Consideration

The Interpretation clarifies the accounting for transactions that include the receipt or payment ofadvance consideration in a foreign currency.

Adoption of the IFRIC has not resulted in any change in the accounting for receipts or payments ofadvance consideration in a foreign currency.

At the date of authorisation of these financial statements, certain new Standards, Amendments andInterpretations to existing Standards have been published but are not yet effective and have not beenadopted early by the Company and Group.

Management anticipates that all of the pronouncements will be adopted in the accounting periods forthe first period beginning after the effective date of the pronouncement. Information on newStandards, Amendments and Interpretations that are expected to be relevant to the financial statementsis provided below. Certain other new Standards, Amendments and Interpretations have been issued butare not expected to be relevant to the financial statements.

IAS 12 Income Taxes

The Amendments result from the Annual Improvements 2015-2017 cycle and address the income taxconsequences of dividends. The Amendments are effective for accounting periods commencing on orafter 1 January 2019.

IFRS 16 Leases

The Standard will replace IAS 17 Leases and will eliminate the classification of leases as eitheroperating leases or finance leases and, instead, introduce a single lessee accounting model. TheStandard provides a single lessee accounting model, specifying how leases are recognised, measured,presented and disclosed. The Directors are currently evaluating the financial and operational impactof this Standard. This review will require an assessment of all leases and the impact of adopting thisStandard cannot be reliably estimated until this work is substantially complete. The Standard iseffective for accounting periods commencing on or after 1 January 2019.

31

BEST OF THE BEST PLCNotes to the Financial Statements (continued)





2.1 NEW STANDARDS, AMENDMENTS AND INTERPRETATIONS (CONTINUED)

IFRIC 23 Uncertainty over Income Tax Treatments

IFRIC 23 is to be applied in determining the taxable profit or loss, tax bases, unused tax losses, unusedtax credits and tax rates. It is to be applied where there is uncertainty over the income tax treatment underIAS 12. The Interpretation is effective for accounting periods commencing on or after 1 January 2019.

The Directors do not expect that the adoption of the Standards, Amendments and Interpretations listedabove will have a material impact on the financial statements of the Company and Group in futureperiods, although the detailed impact has not yet been quantified.

2.2 BASIS OF CONSOLIDATION

The consolidated financial statements incorporate the financial statements of the Company andentities controlled by the Company (its subsidiary undertakings). Where necessary, adjustments aremade to the financial statements of the subsidiaries to bring their accounting policies in line with thoseof the Group. All intra-Group transactions, balances, income and expenses are eliminated onconsolidation.

2.3 REVENUE RECOGNITION

The Company and Group operate weekly competitions to win luxury cars and other prizes online.Revenue represents the value of tickets sold in respect of these competitions and is stated net of VAT,where applicable, and returns, rebates and discounts. Revenue in respect of weekly competitions isrecognised on the date the result of those individual competitions is determined, being the point whenall performance obligations have been fulfilled.

2.4 COST OF SALES

Cost of sales comprises principally of the cost of competition prizes, duties, rent and the associatedcosts of operating retail sites.

2.5 EXCEPTIONAL ITEMS

Exceptional items are those items the Company and Group consider to be non-recurring or materialin nature that may distort an understanding of financial performance or impair comparability.

2.6 SEGMENT REPORTING

The accounting policy for identifying segments is based on internal management reportinginformation which is reviewed by the chief operating decision maker. The Company and Group areconsidered to have a single business segment, being the operation of weekly competitions to winluxury cars and other prizes.

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2.7 RESEARCH AND DEVELOPMENT EXPENDITURE

Expenditure on research is recognised as an expense in the period in which it is incurred.

Development costs are capitalised when all of the following conditions are satisfied:

• Completion of the intangible asset is technically feasible so that it will be available for use orsale;

• The Company or Group intends to complete the intangible asset and use or sell it;

• The Company or Group has the ability to use or sell the intangible asset;

• The intangible asset will generate probable future economic benefits. Amongst other things,this requires that there is a market for the output from the intangible asset or for the intangibleasset itself, or, if it is to be used internally, the asset will be used in generating such benefits;

• There are adequate technical, financial and other resources to complete the development and touse or sell the intangible asset; and

• The expenditure attributable to the intangible asset during its development can be measuredreliably.

Development costs not meeting the criteria for capitalisation are expensed as incurred.

2.8 FOREIGN CURRENCIES

Assets and liabilities in foreign currencies are translated into Sterling at the rates of exchange rulingat the statement of financial position date. Transactions in foreign currencies are translated intoSterling at the rates of exchange ruling at the date of the transaction. Exchange differences are takeninto account in arriving at the operating result.

The assets and liabilities in the financial statements of foreign subsidiaries are translated into theParent Company’s presentation currency at the rates of exchange ruling at the statement of financialposition date. Income and expenses are translated at the actual rate on the date of the transaction.The exchange differences arising from the retranslation of the opening net investment in subsidiariesare recognised in other comprehensive income and taken to the foreign exchange reserve in equity.On disposal of a foreign subsidiary, the cumulative translation differences are transferred to profit orloss as part of the gain or loss on disposal.

2.9 SHARE BASED PAYMENT

The Company and Group have applied the requirements of IFRS 2 to share option schemes allowingcertain employees within the Group to acquire shares of the Company. For all grants of share options,the fair value as at the date of grant is calculated using the Black-Scholes option pricing model, takinginto account the terms and conditions upon which the options were granted. The amount recognisedas an expense is adjusted to reflect the actual number of share options that are likely to vest, exceptwhere forfeiture is only due to market-based conditions not achieving the threshold for vesting.The expense is recognised over the expected life of the option.

2.10 PENSION CONTRIBUTIONS AND OTHER POST EMPLOYMENT BENEFITS

The Company operates a money purchase pension scheme for certain employees. The cost of thecontributions is charged to the statement of comprehensive income as incurred.

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2.11 TAXATION

Current taxes are based on the results shown in the financial statements and are calculated accordingto local tax rules, using tax rates enacted or substantively enacted by the statement of financialposition date.

The tax currently payable is based on the taxable profit for the year. Taxable profit/(loss) differs fromthe net profit/(loss) reported in the statement of comprehensive income as it excludes items of incomeor expense that are taxable or deductible in other years and it further excludes items that are nevertaxable or deductible.

Deferred tax is the tax expected to be payable or recoverable on differences between the carryingamounts of assets and liabilities in the financial statements and the corresponding tax bases used inthe computation of taxable profit and is accounted for using the balance sheet liability method.Deferred tax liabilities are generally recognised for all taxable temporary differences and deferred taxassets are recognised to the extent that it is probable that taxable profits will be available against whichthe deductible temporary differences can be utilised. Such assets and liabilities are not recognised ifthe temporary differences arise from the initial recognition (other than in a business combination) ofother assets or liabilities in a transaction that affects neither the tax profit nor the accounting profit.

The carrying amount of the deferred tax asset is reviewed at each statement of financial position dateand reduced to the extent that it is no longer probable that sufficient taxable profits will be availableto allow all or part of the asset to be recovered.

Deferred tax is calculated at the tax rates that are expected to apply in the period when the liability issettled or the asset is realised. Deferred tax is charged or credited in the statement of comprehensiveincome, except when it relates to items charged or credited directly to equity, in which case deferredtax is also dealt with in equity.

2.12 IMPAIRMENT

The carrying amounts of the Company’s and Group’s assets are reviewed at each statement offinancial position date to determine whether there is any indication of impairment. If any suchindicator exists, the asset’s recoverable amount is estimated.

An impairment loss is recognised whenever the carrying amount of an asset exceeds its recoverableamount. Impairment losses are recognised in the statement of comprehensive income.

The recoverable amount of an asset is the greater of its net selling price and value in use. In assessingvalue in use, the estimated future cash flows are discounted to their present value using a pre-taxdiscount rate that reflects the current market assessments of the time value of money and the risksspecific to the asset.

An impairment loss is reversed if there has been a change in the estimates used to determine therecoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amountdoes not exceed the carrying amount that would have been determined, net of depreciation andamortisation, if no impairment loss had been recognised.

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2.13 CURRENT VERSUS NON-CURRENT CLASSIFICATION

The Company and Group present assets and liabilities in the statement of financial position based oncurrent/non-current classification. An asset is current when it is:

• expected to be realised or intended to be sold or consumed in the normal operating cycle; or

• held primarily for the purpose of trading; or

• expected to be realised within twelve months after the reporting period; or

• cash or cash equivalents unless restricted from being exchanged or used to settle a liability forat least twelve months after the reporting date.

All other assets are classified as non-current.

A liability is current when:

• it is expected to be settled in the normal operating cycle; or

• it is held primarily for the purpose of trading; or

• it is due to be settled within twelve months after the reporting period; or

• there is no unconditional right to defer the settlement of the liability for at least twelve monthsafter the reporting date.

The Company and Group classify all other liabilities as non-current.

Deferred tax assets and liabilities are classified as non-current assets and liabilities.

2.14 INTANGIBLE ASSETS

Intangible assets are recognised at cost less any accumulated amortisation and impairment.

An intangible asset, which is an identifiable non-monetary asset without physical substance, isrecognised to the extent that it is probable that the expected future economic benefits attributable tothe asset will flow to the Company or Group and that its cost can be measured reliably. The asset isdeemed to be identifiable when it is separate or when it arises from contractual or other legal rights.

The Company’s and Group’s intangible assets consist of its IT platform, infrastructure and website.The Directors have estimated the useful economic life of the assets to be three years and they are beingamortised over that period on a straight line basis.

2.15 PROPERTY, PLANT AND EQUIPMENT

Property, plant and equipment is stated at cost, net of accumulated depreciation and accumulatedimpairment losses, if any.

Depreciation is provided at the following annual rates in order to write off each asset over its usefuleconomic life:

Long leasehold property – 1% on costImprovements to property – 4% on costDisplay equipment – At varying rates on costFixtures and fittings – At varying rates on costMotor vehicles – 25% on reducing balanceComputer equipment – At varying rates on cost

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2.15 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

An item of property, plant and equipment is derecognised upon disposal or when no future economicbenefits are expected from the use or disposal. Any gain or loss arising on de-recognition of the asset(calculated as the difference between the net disposal proceeds and the carrying amount of the asset)is included in the statement of comprehensive income when the asset is derecognised.

The residual values, useful economic lives and methods of depreciation are reviewed at each financialyear end and adjusted prospectively, if appropriate.

2.16 INVESTMENTS

Investments in subsidiaries are recorded at cost less any provision for permanent diminution in value.

2.17 LEASES

The determination of whether an arrangement is or contains a lease is based on the substance of thearrangement at the inception of the lease. The arrangement is, or contains, a lease if fulfilment of thearrangement is dependent on the use of a specific asset or assets and the arrangement conveys a rightto use the asset or assets, even if that right is not explicitly specified in an arrangement.

A lease is classified at the inception date as a finance lease or an operating lease. A lease that transferssubstantially all the risks and rewards incidental to ownership to the Company and Group is classifiedas a finance lease. The Company and Group have not entered into any finance leases during anyfinancial year included in these financial statements.

An operating lease is a lease other than a finance lease. Operating lease payments are recognised as anoperating expense in the statement of comprehensive income on a straight line basis over the lease term.

2.18 PROVISIONS

Provisions are liabilities where the exact timing or amount of the obligation is uncertain. Provisionsare recognised when the Company or Group has a present obligation (legal or constructive) as a resultof a past event, it is probable that an outflow of resources embodying economic benefits will berequired to settle the obligation and a reliable estimate can be made of the amount of the obligation.Where the time value of money is material, provisions are discounted to current values usingappropriate rates of interest. The unwinding of the discounts is recorded in net finance income orexpense.

2.19 FINANCIAL INSTRUMENTS

Financial assets and liabilities are recognised in the Company’s and Group’s statement of financialposition when the Company and Group become a party to the contractual provisions of the instrument.The Company’s and Group’s financial instruments comprise cash, trade and other receivables andtrade and other payables.

Trade and other receivables

Trade and other receivables are initially stated at their fair value plus transaction costs, thensubsequently at amortised cost using the effective interest method, if applicable, less impairmentlosses. Provisions against trade and other receivables are made when there is objective evidence thatthe Company and Group will not be able to collect all amounts due to them in accordance with theoriginal terms of those receivables. The amount of the write down is determined as the differencebetween the asset’s carrying amount and the present value of estimated future cash flows.

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2.19 FINANCIAL INSTRUMENTS (CONTINUED)

Cash and cash equivalents

The Company and Group manage short-term liquidity through the holding of cash and highly liquidinterest-bearing deposits. Only deposits that are readily convertible into cash with maturities of threemonths or less from inception, with no penalty of lost interest, are shown as cash and cash equivalents.

Trade payables

Financial liabilities are obligations to pay cash or other financial assets and are recognised when theCompany and Group becomes a party to the contractual provisions of the instrument. All financialliabilities are recorded at amortised cost using the effective interest method, with interest-relatedcharges recognised as an expense in finance cost in the statement of comprehensive income.

2.20 EQUITY

Equity comprises the following:

• Called up share capital represents the nominal value of the equity shares;

• Share premium represents the excess over nominal value of the fair value of considerationreceived from the equity shares, net of expenses of the share issue;

• Capital redemption reserve represents the value of the re-purchase by the Company of its ownshare capital;

• Foreign exchange reserve represents accumulated exchange differences from the translation ofsubsidiaries with a functional currency other than Sterling; and

• Retained earnings represent accumulated profits and losses from incorporation and any creditarising under share based payments

3. CAPITAL MANAGEMENT

The Company defines capital as the total equity of the Company. The objective of the Company’scapital management is to ensure that it makes the maximum use of its capital to support its businessand to maximise shareholder value. There are no external constraints on the Company’s capital.

4. CRITICAL JUDGEMENTS AND ACCOUNTING ESTIMATES

The Company and Group make certain estimates and assumptions regarding the future. Estimates andjudgements are continually evaluated based on historical experience and other factors, includingexpectations of future events that are believed to be reasonable under the circumstances. In the future,actual expenditure may differ from these estimates and assumptions. The estimates and assumptionsthat have a significant risk of causing a material adjustment to the carrying amounts of assets andliabilities within the next financial year are discussed below.

Impairment of assets

The Company and Group are required to consider assets for impairment where such indicators exist,using value in use calculations or fair value estimates. The use of these methods may require theestimation of future cash flows and the choice of a discount rate in order to calculate the present valueof the cash flows. Actual outcomes may vary.

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4. CRITICAL JUDGEMENTS AND ACCOUNTING ESTIMATES (CONTINUED)

Useful lives of property, plant and equipment and intangible assets

Property, plant and equipment are depreciated and intangible assets are amortised over their usefullives. Useful lives are based on management’s estimates, which are periodically reviewed forcontinued appropriateness. Changes to estimates can result in variations in the carrying values andamounts charged to the statement of comprehensive income in specific periods.

5. SEGMENTAL REPORTING

For management purposes, the Company and Group are considered to have one single businesssegment, being the operation of weekly competitions to win luxury cars and other prizes. The Groupcomprises Best of the Best PLC and its subsidiary company BOTB Ireland Limited. BOTB IrelandLimited generated no sales during the current year and it holds few assets and is expected to have verylittle trading activity going forward. The two companies do not transact with each other. Furthersegment information is therefore not presented in these financial statements.

Sales from UK activities totalled £12,098,896 (2018: £10,386,359) whilst sales from non-UKactivities totalled £2,708,076 (2018: £2,561,357).

6. EXCEPTIONAL INCOME AND EXPENSE

On 19 May 2018, the Company received a retrospective VAT refund from H M Revenue and Customs(“HMRC”) on its “Spot the Ball” game of £4,494,697 for the period from 1 March 2009 to 30 June2017. Accordingly, this sum, as well as an associated interest receipt, has been recognised asexceptional income in the financial year. On 20 December 2018, the Company settled an agreedassessment issued by HMRC for retrospective taxation, making a payment of £1,758,875.Accordingly, this sum has been recognised as an exceptional expense in the financial year, togetherwith associated legal and professional costs of £264,625 incurred in connection with these claims.

7. EMPLOYEES AND DIRECTORS

Group Company 2019 2018 2019 2018 £ £ £ £

Wages and salaries 1,772,484 2,420,722 1,772,484 2,308,814Social security costs 218,326 265,978 218,326 254,367Other pension costs 62,892 64,520 62,892 64,520 –––––––– –––––––– –––––––– –––––––– 2,053,702 2,751,220 2,053,702 2,627,701 –––––––– –––––––– –––––––– ––––––––The average monthly number of employees during the year, including the Directors, was as follows:

Group Company 2019 2018 2019 2018 Number Number Number Number

Sales 10 37 10 32Administration 16 18 16 18Management 3 2 3 2 –––––––– –––––––– –––––––– –––––––– 29 57 29 52 –––––––– –––––––– –––––––– ––––––––

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7. EMPLOYEES AND DIRECTORS (CONTINUED)

2019 2018 £ £

Directors’ remuneration 528,717 487,634 ––––––––– –––––––––The number of Directors to whom retirement benefits were accruing was as follows:

2019 2018 Number Number

Money purchase schemes 2 2 ––––––––– –––––––––The Directors consider themselves to be the only key management personnel. As such, a separateanalysis of remuneration paid to key management personnel has not been presented as this is as setout on page 12 of the Report of the Remuneration Committee.

Information regarding the highest paid Director is as follows:

2019 2018 £ £

Emoluments 250,967 228,590 ––––––––– –––––––––8. FINANCE INCOME

2019 2018 £ £

Finance income:Deposit account interest 17,902 947 ––––––––– –––––––––

9. PROFIT BEFORE INCOME TAX

The profit before income tax is stated after charging/(crediting):

2019 2018 £ £

Depreciation and impairment of property, plant and equipment 80,174 126,036Amortisation of intangible assets 127,316 89,067Profit on disposal of property, plant and equipment (132,932) (31,658)Operating lease expense – buildings 200,808 676,234Operating lease expense – other 17,635 10,629Foreign exchange losses/(gains) – 6,813Auditor’s remuneration– Audit fees 33,500 34,025– Taxation services 2,631 6,750– Other 22,500 13,000 ––––––––– –––––––––

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10. INCOME TAX

Analysis of tax expense

2019 2018 £ £

Current tax:Current year charge 830,544 256,558 ––––––––– –––––––––Total current tax 830,544 256,558 ––––––––– –––––––––Deferred taxOrigination and reversal of temporary timing differences 27,867 (3,481) ––––––––– –––––––––Total deferred tax 27,867 (3,481) ––––––––– –––––––––Total tax charge for the year 858,411 253,077 ––––––––– –––––––––Factors affecting the tax expense

The tax assessed for the year is lower than the standard rate of corporation tax in the UK. Thedifference is explained below:

2019 2018 £ £

Profit on ordinary activities before income tax 4,699,565 1,600,095 ––––––––– –––––––––Profit on ordinary activities multiplied by the standard rate of corporation tax in the UK of 19% (2018: 19%) 892,917 304,018

Effects of:Depreciation in excess of capital allowances 38,222 7,632Other timing differences 1,074 (3,247)Non-deductible expenses 5,018 12,574Research and development enhanced deduction (78,820) (67,900) ––––––––– –––––––––Tax expense 858,411 253,077 ––––––––– –––––––––Future tax developments

A reduction in the UK corporation tax rate from 19% to 17%, effective from 1 April 2020, wassubstantively enacted on 15 September 2016. This will reduce the company’s future tax chargeaccordingly.

11. PROFIT OF THE PARENT COMPANY

As permitted by Section 408 of the Companies Act 2006, the income statement of the ParentCompany is not presented as part of these financial statements. The Parent Company’s profit for thefinancial year was £3,840,909 (2018: £1,488,635).

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12. EARNINGS PER SHARE

Basic earnings per share is calculated by dividing the earnings attributable to the ordinaryshareholders by the weighted average number of ordinary shares outstanding during the year.

Adjusted earnings per share is calculated by dividing the earnings attributable to the ordinaryshareholders, before exceptional income and exceptional expense and associated corporation tax, bythe weighted average number of ordinary shares outstanding during the year.

Diluted and adjusted diluted earnings per share is calculated using the weighted average number ofshares outstanding during the year, adjusted to assume the exercise of all dilutive potential ordinaryshares under the company’s share option plans.

2019 2018Profit for the year and basic and diluted earnings attributable to the owners of the parent – £ 3,841,154 1,347,018

––––––––– –––––––––Adjusted profit for the year and basic and diluted earnings attributable to the owners of the parent – £ 1,755,869 1,347,018

––––––––– –––––––––Weighted average number of ordinary shares – number 9,965,495 10,112,997Basic earnings per share – pence 38.54p 13.32pAdjusted basic earnings per share – pence 17.62p 13.32p ––––––––– –––––––––Adjusted weighted average number of ordinary shares – number 9,971,206 10,137,887Diluted earnings per share – pence 38.52p 13.29pAdjusted diluted earnings per share – pence 17.61p 13.29p ––––––––– –––––––––

13. DIVIDENDS

The Company paid a final dividend of 1.5 pence per share on 21 September 2018, as recommendedin the financial statements to 30 April 2018. Furthermore, a Special Dividend of 4.5 pence per sharewas paid on 20 July 2018 to shareholders on the register at the close of business on 6 July 2018.

The Board is recommending a final dividend of 2.0 pence per share (2018: 1.5 pence per share) forthe full year ending 30 April 2019 subject to shareholder approval at the Annual General Meeting on11 September 2019. The final dividend will be paid on 27 September 2019 to shareholders on theregister on 13 September 2019.

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14. INTANGIBLE ASSETS – GROUP AND COMPANY

Development costs £

COSTAt 1 May 2018 305,450Additions 9,200 –––––––––At 30 April 2019 314,650 –––––––––AMORTISATIONAt 1 May 2018 178,134Charge for year 127,316 –––––––––At 30 April 2019 305,450 –––––––––NET BOOK VALUE2019 9,200 –––––––––2018 127,316 ––––––––– Development costs £

COSTAt 1 May 2017 267,200Additions 38,250 –––––––––At 30 April 2018 305,450 –––––––––AMORTISATIONAt 1 May 2017 89,067Charge for year 89,067 –––––––––At 30 April 2018 178,134 –––––––––NET BOOK VALUE2018 127,316 –––––––––2017 178,133 –––––––––

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15. PROPERTY, PLANT AND EQUIPMENT – GROUP AND COMPANY

Long Improvements Display Fixtures leasehold to property equipment and fittings £ £ £ £

COSTAt 1 May 2018 954,034 25,950 473,591 170,219Additions – – – 2,110Disposals – – (370,927) – –––––––– –––––––– –––––––– ––––––––At 30 April 2019 954,034 25,950 102,664 172,329 –––––––– –––––––– –––––––– ––––––––DEPRECIATION AND IMPAIRMENT

At 1 May 2018 6,998 2,078 342,970 160,717Charge for the year 3,500 1,090 31,106 11,612Eliminated on disposals – – (297,183) – –––––––– –––––––– –––––––– ––––––––At 30 April 2019 10,498 3,168 76,893 172,329 –––––––– –––––––– –––––––– ––––––––NET BOOK VALUE2019 943,536 22,782 25,771 – –––––––– –––––––– –––––––– ––––––––2018 947,036 23,872 130,621 9,502 –––––––– –––––––– –––––––– –––––––– Motor Computer vehicles equipment Total £ £ £

COSTAt 1 May 2018 58,275 115,137 1,797,206Additions 112,582 13,858 128,550Disposals (15,486) – (386,413) –––––––– –––––––– ––––––––At 30 April 2019 155,371 128,995 1,539,343 –––––––– –––––––– ––––––––DEPRECIATION AND IMPAIRMENTAt 1 May 2018 35,078 104,535 652,376Charge for the year 21,085 11,781 80,174Eliminated on disposals (13,392) – (310,575) –––––––– –––––––– ––––––––At 30 April 2019 42,771 116,316 421,975 –––––––– –––––––– ––––––––NET BOOK VALUE2019 112,600 12,679 1,117,368 –––––––– –––––––– ––––––––2018 23,197 10,602 1,144,830 –––––––– –––––––– ––––––––

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15. PROPERTY, PLANT AND EQUIPMENT – GROUP AND COMPANY (CONTINUED)

Long Improvements Display Fixtures and leasehold to property equipment fittings £ £ £ £

COSTAt 1 May 2017 954,034 25,950 713,060 170,219Additions – – – –Disposals – – (239,469) – –––––––– –––––––– –––––––– ––––––––At 30 April 2018 954,034 25,950 473,591 170,219 –––––––– –––––––– –––––––– ––––––––DEPRECIATION AND IMPAIRMENT

At 1 May 2017 3,500 1,040 414,855 139,177Charge for the year 3,498 1,038 67,325 21,540Eliminated on disposals – – (139,210) – –––––––– –––––––– –––––––– ––––––––At 30 April 2018 6,998 2,078 342,970 160,717 –––––––– –––––––– –––––––– ––––––––NET BOOK VALUE2018 947,036 23,872 130,621 9,502 –––––––– –––––––– –––––––– ––––––––2017 950,534 24,910 298,205 31,042 –––––––– –––––––– –––––––– –––––––– Motor Computer vehicles equipment Total £ £ £

COSTAt 1 May 2017 58,275 101,000 2,022,538Additions – 14,137 14,137Disposals – – (239,469) –––––––– –––––––– ––––––––At 30 April 2018 58,275 115,137 1,797,206 –––––––– –––––––– ––––––––DEPRECIATION AND IMPAIRMENTAt 1 May 2017 27,341 79,637 665,550Charge for the year 7,737 24,898 126,036Eliminated on disposals – – (139,210) –––––––– –––––––– ––––––––At 30 April 2018 35,078 104,535 652,376 –––––––– –––––––– ––––––––NET BOOK VALUE2018 23,197 10,602 1,144,830 –––––––– –––––––– ––––––––2017 30,934 21,363 1,356,988 –––––––– –––––––– ––––––––

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16. INVESTMENTS

Group

Unlisted investments £

COSTAt 1 May 2018 and 30 April 2019 70,000 –––––––––IMPAIRMENTAt 1 May 2018 and 30 April 2019 70,000 –––––––––NET BOOK VALUEAt 1 May 2018 and 30 April 2019 – –––––––––Unlisted investments relate to the cost of acquiring options in another company.

Company

Shares in group Unlisted undertakings investments Total £ £ £

COSTAt 1 May 2018 and 30 April 2019 85 70,000 70,085 ––––––––– ––––––––– –––––––––IMPAIRMENTAt 1 May 2018 and 30 April 2019 85 70,000 70,085 ––––––––– ––––––––– –––––––––NET BOOK VALUEAt 1 May 2018 and 30 April 2019 – – – ––––––––– ––––––––– –––––––––Shares in Group undertakings comprise of the following subsidiary company:

Name of company Nature of business % holding Country of incorporation

BOTB Ireland Limited Competition operator 100 Republic of Ireland

17. TRADE AND OTHER RECEIVABLES – GROUP AND COMPANY

Group Company 2019 2018 2019 2018 £ £ £ £

Trade receivables 765 10,961 765 10,961Other receivables 32,560 56,290 32,560 56,290Prepayments and accrued income 126,431 82,872 126,431 82,482 ––––––––– ––––––––– ––––––––– ––––––––– 159,756 150,123 159,756 149,733 ––––––––– ––––––––– ––––––––– –––––––––The fair value of trade and other receivables approximates to their carrying values.

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18. CASH AND CASH EQUIVALENTS – GROUP AND COMPANY

Group Company 2019 2018 2019 2018 £ £ £ £

Cash in hand 2,543,094 3,783 2,542,770 3,783Bank accounts 1,542 2,318,290 1,541 2,312,205 ––––––––– ––––––––– ––––––––– ––––––––– 2,544,636 2,322,073 2,544,311 2,315,988 ––––––––– ––––––––– ––––––––– –––––––––

19. CALLED UP SHARE CAPITAL – COMPANY

Allotted, issued and fully paid 2019 2018 2019 2018Ordinary shares of 5 pence each Number Number £ £

At the start of the year 10,098,580 10,124,580 504,926 506,226Shares allotted during the year – 30,000 – 1,500Purchased for cancellation in the year (721,327) (56,000) (36,066) (2,800) ––––––––– ––––––––– ––––––––– –––––––––At the end of the year 9,377,253 10,098,580 468,860 504,926 ––––––––– ––––––––– ––––––––– –––––––––On 15 February 2019, subject to a circular dated 30 January 2019, shareholders approved a proposedtender offer by finnCap Ltd to purchase Ordinary shares in the Company up to approximately 7.1%of the issued share capital at a price of 485 pence per share. Further to a repurchase agreementbetween the Company and finnCap Ltd, the Company exercised the call option, repurchased andsubsequently cancelled, 721,327 Ordinary Shares at a price of 485 pence per share.

No shares were allotted during the year. In the prior year, 30,000 Ordinary shares of £0.05 per sharewere allotted as fully paid at a premium of £0.675 per share. Furthermore, in the prior year 56,000Ordinary shares of £0.05 per share were purchased by the Company and subsequently cancelled.

Where shares have been repurchased and cancelled, an amount equal to the nominal value of theOrdinary shares has been transferred to the capital redemption reserve. The amount paid per share was£4.85 (2018: Between £2.20 and £2.55). The difference between the amount paid and the nominalvalue of the shares re-purchased has been deducted from the retained earnings reserve.

20. TRADE AND OTHER PAYABLES – GROUP AND COMPANY

Group Company 2019 2018 2019 2018 £ £ £ £

Trade creditors 343,186 388,063 343,186 387,396Amounts owed to group undertakings – – 5,448 –Social security and other taxes 392,533 463,946 392,533 463,946Other creditors 978,262 1,076,798 978,262 1,075,865Contract liability balances 73,030 – 73,030 –Pension creditor 5,883 232 5,883 232 ––––––––– ––––––––– ––––––––– ––––––––– 1,792,894 1,929,039 1,798,342 1,927,439 ––––––––– ––––––––– ––––––––– –––––––––

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21. DEFERRED TAX – GROUP AND COMPANY

Group Company 2019 2018 2019 2018 £ £ £ £

Asset at 1 May 40,445 36,964 40,445 36,964Movement in the year (27,867) 3,481 (27,867) 3,481 ––––––––– ––––––––– ––––––––– –––––––––Asset at 30 April 12,578 40,445 12,578 40,445 ––––––––– ––––––––– ––––––––– –––––––––Deferred tax assets have been recognised in respect of accelerated capital allowances giving rise todeferred tax assets where the Directors believe that it is probable that these assets will be recovered.

22. PROVISIONS – GROUP AND COMPANY

Group Company 2019 2018 2019 2018 £ £ £ £

At 1 May 206,550 129,816 206,550 129,816Utilised during the year (151,050) (129,816) (151,050) (129,816)Additions 304,500 206,550 304,500 206,550 ––––––––– ––––––––– ––––––––– –––––––––Asset at 30 April 360,000 206,550 360,000 206,550 ––––––––– ––––––––– ––––––––– –––––––––The Directors have assessed that its retail site lease is onerous and a provision has been recognised inrespect of future rental payments.

23. SHARE BASED PAYMENT – GROUP AND COMPANY

Details of the share options outstanding during the year are as follows:

Outstanding OutstandingGrant at 1 May at 30 April Exercisedate 2018 Granted Exercised Forfeited 2019 Expiry date price

19-12-2017 45,000 – – – 45,000 19-12-2027 £2.25

The Company and Group operate a share option scheme for certain Directors and employees. Optionsare exercisable at a price defined by the individual option agreements. The vesting period on eachoption is three years. If the options remain unexercised during the specified period from the date ofgrant, the options expire. Options are generally forfeited if the employee leaves the Group before theoptions vest, however, this is at the discretion of the Board.

Details of the share options and the weighted average exercise price (‘WAEP’) outstanding during theyear are as follows:

2019 2019 2018 2018 Number WAEP Number WAEP

Outstanding at the beginning of year 45,000 225.00 30,000 72.50Granted during the year – – 45,000 225.00Exercised during the year – – (30,000) (72.50)Lapsed during the year – – – – ––––––––– ––––––––– ––––––––– –––––––––Outstanding at the end of the year 45,000 225.00 45,000 225.00 ––––––––– ––––––––– ––––––––– –––––––––Exercisable at the end of the year – – – – ––––––––– ––––––––– ––––––––– –––––––––

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23. SHARE BASED PAYMENT – GROUP AND COMPANY (CONTINUED)

The weighted average remaining contractual life of share options outstanding as at 30 April 2019 was8 years and 8 month (2018: 9 years and 8 months).

No amount has been recognised in these financial statements in respect of share option charges as theamount would be insignificant (2018: £Nil).

24. LEASE COMMITMENTS – GROUP AND COMPANY

Future minimum rentals payable under operating leases at 30 April 2019 were as follows:

Buildings Other 2019 2018 2019 2018 £ £ £ £

Due within one year 124,125 223,050 4,437 6,762Due between one and two years 226,050 368,000 – – ––––––––– ––––––––– ––––––––– ––––––––– 350,175 591,050 4,437 6,762 ––––––––– ––––––––– ––––––––– –––––––––

25. FINANCIAL RISK MANAGEMENT AND FINANCIAL INSTRUMENTS – GROUP ANDCOMPANY

The principal financial assets of the Group are bank balances. The Group’s principal financialliabilities are trade and other payables. The main purpose of these financial instruments is to generatesufficient working capital for the Group to continue its operations.

Credit risk

The Group’s exposure to credit risk is limited to the carrying amounts of financial assets recognisedat the statement of financial position date, as summarised below. Management considers that theGroup is exposed to little credit risk arising on its receivables due to the value of those receivables.The credit risk on cash balances is limited because the third parties are banks with high credit ratingsassigned by international credit rating agencies.

2019 2018 £ £

Financial assets classified as loans and receivables – carrying amounts:

Trade receivables 765 10,961Other receivables 32,560 56,290Cash and cash equivalents 2,544,636 2,322,073 ––––––––– ––––––––– 2,577,961 2,389,324 ––––––––– –––––––––Liquidity risk

The Group’s funding strategy is to generate sufficient working capital to settle liabilities as they fall dueand to ensure sufficient financial resource is in place to support management’s long-term growth plans.

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25. FINANCIAL RISK MANAGEMENT AND FINANCIAL INSTRUMENTS – GROUP ANDCOMPANY (CONTINUED)

The Group’s financial liabilities have contractual maturities as follows:

2019 2018 £ £ £ £ Up to After Up to After 1 year 1 year 1 year 1 year

Financial liabilities measured at amortised cost – carrying amounts

Trade and other payables 1,719,864 – 1,929,039 – ––––––––– ––––––––– ––––––––– ––––––––– 1,719,864 – 1,929,039 – ––––––––– ––––––––– ––––––––– –––––––––

26. RELATED PARTY DISCLOSURES

M W Hindmarch is considered to be a related party as he is a Non-Executive Director of the Company.During the year ended 30 April 2019, payments were made to him totaling £12,000 (2018: £12,000)in respect of consultancy services provided. The total amount due to M W Hindmarch at 30 April 2019was £1,000 (2018: £1,000).

27. ULTIMATE CONTROLLING PARTY

The Company is under the ultimate control of W S Hindmarch, the Chief Executive Director of theCompany, by virtue of his controlling shareholding at the statement of financial position date.

28. RECONCILIATION OF PROFIT BEFORE INCOME TAX TO CASH GENERATED FROMOPERATIONS

Group Company 2019 2018 2019 2018 £ £ £ £

Profit before income tax 4,699,565 1,600,095 4,699,320 1,741,712Depreciation charges 80,174 126,036 80,174 126,036Amortisation charges 127,316 89,067 127,316 89,067Profit on disposal of property, plant and equipment (132,932) (31,658) (132,932) (31,658)

Investment impairment charge – 70,000 – 70,085Exchange differences (55) 1,578 – –Finance income (17,902) (947) (17,902) (947) ––––––––– ––––––––– ––––––––– ––––––––– 4,756,166 1,854,171 4,755,976 1,994,295(Increase)/decrease in trade and other receivables (9,633) 95,063 (10,023) 34,323

(Decrease)/increase in trade and other payables (136,145) 210,911 (129,097) 157,628

Increase in provision 153,450 76,734 153,450 76,734 ––––––––– ––––––––– ––––––––– –––––––––Cash generated from operations 4,763,838 2,236,879 4,770,306 2,262,980 ––––––––– ––––––––– ––––––––– –––––––––

49

BEST OF THE BEST PLCNotice of Annual General Meeting

Notice is hereby given that the Annual General Meeting of Best of the Best PLC (the “Company”) willbe held at 2 Plato Place, 72/74 St. Dionis Road, London, SW6 4TU on Wednesday 11 September 2019at 12.00 noon (the “Meeting”) for the following purposes:

ORDINARY BUSINESS

To consider and, if thought fit, to pass the following resolutions which will be proposed as ordinaryresolutions:

1. To receive the Company’s financial statements together with the reports thereon of the Directors andauditor for the year ended 30 April 2019.

2. To declare a final dividend of 2.0 pence per ordinary share for the year ended 30 April 2019.

3. To re-elect Mr Michael Hindmarch as a Director of the Company.

4. To re-elect Mr William Hindmarch as a Director of the Company.

5. To re-elect Mr Rupert Garton as a Director of the Company.

6. To re-appoint the auditor, Wilkins Kennedy Audit Services, as auditor of the Company until theconclusion of the next Annual General Meeting.

7. To authorise the Audit Committee to set the auditor’s remuneration.

SPECIAL BUSINESS

To consider and, if thought fit, pass the following resolutions of which resolution 8 will be proposed as anordinary resolution and resolutions 9 and 10 will be proposed as special resolutions:

8. ORDINARY RESOLUTION

THAT (in substitution for all subsisting authorities) the Directors be and they are hereby generally andunconditionally authorised pursuant to Section 551 of the Companies Act 2006 (the “Act”) to allotshares in the Company, and to grant rights to subscribe for, or to convert any security into, shares inthe Company (“Rights”) up to an aggregate nominal amount of £156,287.55 for the period expiring(unless previously renewed, varied or revoked by the Company in general meeting) on the conclusionof the next Annual General Meeting of the Company after the passing of this resolution or 15 monthsafter the passing of this resolution (whichever is the earliest) but the Company may, before suchexpiry, make an offer or agreement which would or might require shares to be allotted or Rights to begranted after such expiry and the Directors may allot shares or grant Rights in pursuance of that offeror agreement as if the authority conferred by this resolution had not expired.

9. SPECIAL RESOLUTION

THAT, subject to the passing of resolution 8, the Directors be and they are hereby empowered to allotequity securities (within the meaning of section 560 of the Act) for cash pursuant to the authorityconferred by resolution 8 as if section 561 of the Act did not apply to the allotment. This power islimited to:

(a) the allotment of equity securities where such securities have been offered (whether by way ofa rights issue, open offer or otherwise) to holders of ordinary shares in the capital of theCompany made in proportion (as nearly as may be) to their existing holdings of ordinary sharesbut subject to the Directors having a right to make such exclusions or other arrangements inconnection with the offering as they deem necessary or expedient:

50

(i) to deal with equity securities representing fractional entitlements; and

(ii) to deal with legal or practical problems under the laws of any territory or the requirementsof any regulatory body or stock exchange; and

(b) the allotment of equity securities for cash otherwise than pursuant to paragraph (a) up to anaggregate nominal amount of £23,443.13 for the period expiring (unless previously renewed,varied or revoked by the Company in general meeting) on the conclusion of the next AnnualGeneral Meeting of the Company after the passing of this resolution or 15 months after thepassing of this resolution (whichever is the earliest) but the Company may, before such expiry,make an offer or agreement which would or might require equity securities to be allotted aftersuch expiry and the Directors may allot equity securities in pursuance of that offer oragreement as if the power conferred by this resolution had not expired.

10. SPECIAL RESOLUTION

THAT the Company be and is hereby generally and unconditionally authorised for the purposes ofsection 701 of the Act to make market purchases (within the meaning of Section 693 of the Act) ofordinary shares of 5 pence each in the Company provided that:

a. the maximum number of ordinary shares which may be purchased is 937,725 representing10 per cent. of the Company’s issued ordinary share capital as at 19 June 2019;

b. the minimum price (exclusive of expenses) which may be paid for each ordinary share is5 pence;

c. the maximum price (exclusive of expenses) which may be paid for each ordinary share is anamount equal to 105 per cent. of the average of the middle market quotations of an ordinaryshare of the Company taken from the London Stock Exchange Daily Official List for the fivebusiness days immediately preceding the day on which the share is contracted to be purchased;

d. this authority shall expire at the conclusion of the next Annual General Meeting of theCompany after the passing of this resolution or 15 months after the passing of this resolution(whichever is the earlier); and

e. the Company may, before such expiry, enter into one or more contracts to purchase ordinaryshares under which such purchases may be completed or executed wholly or partly after theexpiry of this authority and may make a purchase of ordinary shares in pursuance of any suchcontract or contracts.

By Order of the Board

PRISM COSEC LIMITEDCOMPANY SECRETARY19 June 2019

REGISTERED OFFICE:2 Plato Place72/74 St. Dionis RoadLondon SW6 4TU

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BEST OF THE BEST PLCNotice of Annual General Meeting (continued)

BEST OF THE BEST PLCNotice of Annual General Meeting (continued)

Notes:

a) A member entitled to attend and vote at the Meeting is entitled to appoint one or more proxies, who need not be members of theCompany, to attend, speak and vote instead of him/her. To be valid, a Form of Proxy must be received, together with any powerof attorney or other authority under which it is executed (or a duly certified copy of such power or authority), by the Company’sregistrar, Computershare Investor Services PLC, The Pavilions, Bridgwater Road, Bristol BS99 6ZY not later than 48 hoursbefore the time fixed for the meeting. The completion and return of a Form of Proxy will not preclude a member from attendingand voting at the Meeting in person.

b) Pursuant to regulation 41 of the Uncertificated Regulations 2001, the Company specifies that only those shareholders registeredon the register of members of the Company as at 6.00 p.m. on 9 September 2019 (being not more than 48 hours prior to the timefixed for the Meeting) shall be entitled to attend and vote at the aforesaid Annual General Meeting in respect of the number ofshares registered in their name at that time or if the meeting is adjourned, 48 hours before the time fixed for the adjourned meeting(as the case may be). In each case, changes to entries on the register of members after such time shall be disregarded indetermining the rights of any person to attend or vote at the Meeting.

c) Each of the resolutions to be put to the Meeting will be voted on by poll and not show of hands. A poll reflects the number ofvoting rights exercisable by each member and so the Board considers it a more democratic method of voting. Members andProxies will be asked to complete a poll card to indicate how they wish to cast their votes. These cards will be collected at theend of the Meeting. The results of the poll will be published on the Company’s website and notified to the UK Listing Authorityonce the votes have been counted and verified.

d) Copies of all letters of appointment between the Company and its Non-Executive Directors are available for inspection at theregistered office of the Company during normal business hours, and will be available for inspection at 2 Plato Place, 72/74 St.Dionis Road, London, SW6 4TU at least 15 minutes prior to the commencement of, and during the continuance of, the AnnualGeneral Meeting.

e) A member entitled to attend and vote at the Meeting is entitled to appoint one or more proxies to exercise all or any of his rightsto attend and speak and vote at the Meeting. A member may appoint more than one proxy provided each proxy is appointed toexercise the rights attached to a different share or shares. If you appoint more than one proxy, then on each Form of Proxy youmust specify the number of shares for which each proxy is appointed.

f) Any corporation which is a member can appoint one or more corporate representatives who may exercise on its behalf all of itspowers as a member provided that they do not do so in relation to the same shares.

g) Explanatory notes in relation to the resolutions to be proposed at the Meeting are set out on the following page.

h) A Nominated person may under an agreement between him/her and the member who nominated him/her, have a right to beappointed (or to have someone else appointed) as a proxy entitled to attend and speak and vote at the Annual General Meeting.Nominated Persons are advised to contact the member who nominated them for further information on this and the procedure forappointing any such proxy.

i) If a Nominated Person does not have a right to be appointed, or to have someone else appointed, as a proxy for the AnnualGeneral meeting, or does not wish to exercise such a right, he/she may still have the right under an agreement betweenhimself/herself and the member who nominated him/her to give instructions to the member as to the exercise of voting rights atthe Annual General Meeting. Such Nominated Persons are advised to contact the members who nominated them for furtherinformation on this.

j) To facilitate entry to the meeting, shareholders are requested to bring with them suitable evidence of their identity. Persons whoare not shareholders of the Company (or their appointed proxy) will not be admitted to the Annual General Meeting unless priorarrangements have been made with the Company. For security reasons, all hand luggage may be subject to examination prior toentry to the Annual General Meeting. Cameras, tape recorders, laptop computers and similar equipment may not be taken intothe Annual General Meeting. We ask all those present at the Annual General Meeting to facilitate the orderly conduct of themeeting and reserve the right, if orderly conduct is threatened by a person’s behaviour, to require that person to leave.

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RESOLUTION 1: REPORTS AND ACCOUNTS

The Directors are required to present to the meeting the audited accounts and the reports of the Directors andthe auditor for the financial year ended 30 April 2019.

RESOLUTION 2: DECLARATION OF DIVIDEND

Final dividends must be approved by shareholders but cannot exceed the amount recommended by theDirectors.

RESOLUTION 3 – 5: RE-APPOINTMENT OF DIRECTORS

Under the Company’s Articles of Association, Directors are obliged to retire and offer themselves up forre election every three years. Biographical details of the Directors can be found on page 8.

RESOLUTION 6: RE-APPOINTMENT OF AUDITOR

The Company is required to appoint an auditor at each general meeting at which accounts are laid before theCompany, to hold office until the end of the next such meeting. This resolution proposes the re-appointmentof Wilkins Kennedy Audit Services.

RESOLUTION 7: AUTHORITY TO SET THE AUDITOR’S REMUNERATION

In accordance with standard practice, this resolution gives authority to the Audit Committee to determine theremuneration to be paid to the auditor.

RESOLUTION 8: AUTHORITY TO ALLOT SHARES

Section 549 of the Companies Act 2006 provides, in relation to all companies, that the Directors may notallot shares in the Company, or grant rights to subscribe for, or to convert any security into, shares in theCompany unless authorised to do so by the Company in general meeting or by its Articles of Association.Accordingly, this resolution seeks renewal, for a further period expiring at the earlier of the close of the nextannual general meeting of the Company and fifteen months after the passing of the resolution, of theauthority previously granted to the Directors at the last annual general meeting of the Company. Thisauthority will relate to a total of 3,125,751 ordinary shares of 5 pence each, representing approximately onethird of the Company’s issued share capital as at the date of this Notice. While this resolution empowersthe Directors to allot shares they are required to effect any such allotment on a pre-emptive basis save tothe extent that they are otherwise authorised. Resolution 9 below contains a limited power to allot on anon-pre-emptive basis. The Directors have no present intention of allotting, or agreeing to allot, any sharesotherwise than in connection with employee share schemes, to the extent permitted by such schemes.

RESOLUTION 9: DIS-APPLICATION OF PRE-EMPTION RIGHTS

If the Directors wish to allot any shares of the Company for cash in accordance with the authority granted atthis year’s annual general meeting these must generally be offered first to shareholders in proportion to theirexisting shareholdings. In certain circumstances, it may be in the interests of the Company for the Directorsto be able to allot some shares for cash without having to offer them first to existing shareholders. In linewith normal practice, this resolution, which will be proposed as a special resolution, seeks approval to renewthe current authority to exclude the statutory pre-emption rights for issues of shares having a maximumaggregate nominal value of up to £23,443.13, representing 5 per cent. of the Company’s issued share capitalas at the date of this Notice. In addition, there are legal, regulatory and practical reasons why it may notalways be possible to issue new shares under a rights issue to some shareholders, particularly those residentoverseas. To cater for this, the resolution also permits the Directors to make appropriate exclusions orarrangements to deal with such difficulties. This authority would be effective until the earlier of the

53

BEST OF THE BEST PLCNotice of Annual General Meeting – Explanatory Notes to the Resolutions

conclusion of the next annual general meeting of the Company and fifteen months after the passing of theresolution. The Directors believe that obtaining this authority is in the best interests of shareholders as awhole and recommend that shareholders vote in favour of this resolution.

RESOLUTION 10: PURCHASE OF OWN SHARES

The Directors believe that it is in the interests of the Company and its members to continue to have theflexibility to purchase its own shares and this resolution seeks authority from members to do so. TheDirectors intend only to exercise this authority where, after considering market conditions prevailing at thetime, they believe that the effect of such exercise would be to increase the earnings per share and be in thebest interests of shareholders generally. The effect of such purchases would either be to cancel the numberof shares in issue or the Directors may elect to hold them in treasury pursuant to the Companies (Acquisitionof Own Shares) (Treasury Shares) Regulations 2003 (the “Treasury Share Regulations”), which came intoforce on 1 December 2003. The Treasury Share Regulations enable certain listed companies to hold sharesin treasury, as an alternative to cancelling them, following a purchase of own shares by a company inaccordance with the Companies Act 2006. Shares held in treasury may subsequently be cancelled, sold forcash or used to satisfy share options and share awards under a company’s employee share scheme. Once heldin treasury, a company is not entitled to exercise any rights, including the right to attend and vote at meetingsin respect of the shares. Further, no dividend or other distribution of the company’s assets may be made tothe company in respect of the treasury shares. This resolution renews the authority given at the AnnualGeneral Meeting held on 6 September 2018 and would be limited to 937,725 ordinary shares, representingapproximately 10 per cent. of the issued share capital at 19 June 2019. The Directors intend to seek renewalof this power at each Annual General Meeting. As at 19 June 2019 there were options outstanding over45,000, representing 0.48 per cent. of the Company’s issued share capital. If the authority given by thisresolution was to be fully used, this would represent 0.53 per cent. of the Company’s issued share capital.

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BEST OF THE BEST PLCNotice of Annual General Meeting – Explanatory Notes to the Resolutions (continued)

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